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Technical Articles 6
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Systemwide Documentation to Prepare for Disaster Recovery—Mike Stoup and Mike Skrzypek
How to Comply With Numeric Nutrient Criteria and Facilitate Permit Renewal—Russel
Using a Measured Framework to Plan and Implement an Asset Management Program—
Frydenborg and Beck Frydenborg Jeff Stillman, Joan Arthur, and Martin Jones
The People Side of Asset Management: How Assets are Really Managed—Seth Yoskowitz, Michael Condran, Roop Lutchman, and Gage Muckleroy
Education and Training 11 17 21 33 36 39 45 47
FSAWWA Fall Conference CEU Challenge FWPCOA Training Calendar FSAWWA ACE Luncheon FSAWWA Roy W. Likins Scholarship FSAWWA Fall Conference Call for Papers FWPCOA Region IV Training TREEO Center Training
Columns 10 18 30 36 38 44
Let’s Talk Safety FSAWWA Speaking Out—Grace Johns C Factor—Scott Anaheim Committee Profile: FWEA Utility Management Committee—Rick Nipper FWEA Focus—Lisa Prieto FWEA Chapter Corner—Isabel Botero
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Nominations Open for Utility Recognition Program WEF HQ Newsletter—Brianne Nakamura Building the Next Generation of Water Resources Professionals Low-Cost Technology for Operational Efficiency—Brad Hayes and Jay Sheehan Gov. Scott Proclaims Florida Water Professionals Month News Beat
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ON THE COVER: The water and wastewater industry is continually evolving to address regulatory requirements, business demands, supply issues, shifting demographics, and technological innovations.
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Florida Water Resources Journal • May 2017
Nominations Open for Utility Recognition Program Global program enters second year of celebrating excellent performance and innovative and sustainable utility management practices – Application deadline: June 9 – The nomination period is open for the “Utility of the Future Today” Recognition Program, which returns for a second year to bring attention to water resource recovery facilities implementing innovative utility business models. The program seeks to promote and recognize utilities that are building on a foundation of excellent management, and help small, medium, and large utilities transform their operations over time. “The innovations coming to the water sector present an opportunity for a shift in the way utilities think about and solve long-standing challenges,” said Eileen O’Neill, Water Environment Federation (WEF) executive director. “All of the partners in this program are excited to recognize and salute those utilities that are embracing innovative ways to better serve their communities.” The program’s activity areas focus on the
May 2017 • Florida Water Resources Journal
key building blocks of this transformation: S Recovery and new uses of a full range of resources S Engagement as a leader in the full water cycle, and broader social, economic, and environmental sustainability of the community S Transformation of the internal utility culture in support of these innovations S Engagement in the community and formation of partnerships necessary for success when operating outside of the traditional span of control of the utility Public and private water resource recovery facilities of all sizes are encouraged to apply by June 9, 5 p.m., EDT. Applicants must have no major permit violations in the past year prior to the submission date of their applications. Honorees will be notified by July 28 and formally recognized during an awards
ceremony at the 2017 Water Environment Federation Technical and Exhibition Conference (WEFTEC)—WEF’s 90th annual conference—this October in Chicago. “The U.S. Environmental Protection Agency is proud to support and provide advice for this program and we commend our association colleagues for their leadership,” said James Horne, sustainability program manager, EPA Office of Wastewater Management. “The program recognizes a range of utilities that have truly embraced the future as twenty-first-century service providers, and it also aligns with EPA's priorities to promote sustainability across the water sector.” An informative webinar has been scheduled for 1-2 p.m., EDT, on May 3 for utilities to learn more about the program and the application process. The webinar will provide an opportunity for participants to ask questions with program partners. Since this program concept was introduced in 2013, many utilities have successfully implemented new and creative programs to address local wastewater technical and community challenges. The recognition program was launched last year by four water sector organizations—National Association of Clean Water Agencies (NACWA), WEF, Water Environment & Research Foundation (WE&RF), and WateReuse—with support from EPA. The recognition program’s first 61 honorees were featured during WEFTEC 2016 in New Orleans. To learn more, visit http://www.wef.org/ UtilityoftheFuture or contact UtilityRecog email@example.com. S
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Systemwide Documentation to Prepare for Disaster Recovery Mike Stoup and Mike Skrzypek inellas County is the sixth most populated county, and the most densely populated, in the state of Florida. It maintains and operates two water plants, three wastewater plants, a solid waste facility, six pump stations, and approximately 330 remote lift and pumping stations to service the residents and businesses of the county. The supervisory control and data acquisition (SCADA) process control systems at these locations communicate using a combination of microwave, cellular, radio, and fiber optics as part of one large, comprehensive SCADA system. In late 2015, Pinellas County Utilities received the results of a Department of Homeland
Security (DHS) audit that indicated its SCADA system had missing and inaccurate documentation and lacked a disaster recovery plan. The utility contacted McKim & Creed to rectify the deficiencies cited in the report. One of the first things mentioned during the initial call was the importance of the project, and the consultant team responded by reprioritizing staff to start working on the project immediately. Eager to resolve the issues identified in the report, the county requested to accelerate the schedule from four months to six weeks, targeting to complete the project before the end of 2015. The project was executed using a combination of staff interviews, document collection
Figure 1. Network Drawings
May 2017 â€˘ Florida Water Resources Journal
Mike Stoup, P.E., is instrumentation and controls group manager/project manager with McKim & Creed in Clearwater. Mike Skrzypek is supervisory control and data acquisition/security systems manager, water and sewer division, with Pinellas County Utilities in Tampa.
and analysis, field research, vendor consultation, and Ethernet network diagnostic tools. The county staff was included as a major part of the project execution and played a critical role in providing documentation, making systems
available for research, and reviewing documents and drawings in a timely manner. The deliverables of the project were detailed topological schematics of the SCADA system (both existing and future), a comprehensive SCADA network device listing, geographical location maps, and backup and restore procedures tailored to the county's SCADA visualization, database, and historical data servers. The project deliverables were submitted on Dec. 18, 2015, two weeks ahead of schedule.
Existing Conditions Two primary events within the county over the course of many years contributed to the conditions found when the security audit was performed: 1. During the previous few years, multiple integration firms had been hired through competitive bidding to perform SCADA projects for the county. The deliverables from these projects varied widely in substance and format, and were stored by project instead of integrated into an overall SCADA system design set. Similarly, the software implementation of SCADA system upgrades and additions varied by integrator and plant site, resulting in different programming approaches, deployment solutions, and software platforms. 2. The county had experienced a recent and sudden departure of a majority of the technical staff familiar with the SCADA system. Due to inadequate documentation, much of the SCADA system knowledge and information was lost when these staff members left the county. At the time of the audit, only two people remained on staff sufficiently familiar with the SCADA system for troubleshooting and general software maintenance. Due to the integrator's focus on project deliverables, instead of the overall SCADA system design set, and with limited county staff, backups of the SCADA system after changes were made were rarely performed. Additionally, although offline backups had been performed, the county information technology staff had implemented firewalls that prevented live data backups, so they were only as accurate as they were old. A documented backup and restore practice was never developed, leaving only two of the staff familiar with performing the tasks. With little information available regarding the procedures to perform the system backup and restore function—in case these two individuals left or were not available—it would be extremely difficult for any contractor or any other technician to restore the application software in case of a software-related problem.
Figure 2. Supervisory Control and Data Acquisition System Operational Block Diagram
In addition to this, the county was preparing for a complete overhaul of its SCADA system communications to the remote lift and pumps stations over the next three years, converting from radio-based communications to cellular. Accurate documentation of the system, current backups, and the knowledge of how to restore them were critical before the overhaul began.
Project Justification Many risks were identified as justification for the project. The SCADA system is the brain of the entire water and wastewater operation throughout the county. Loss of this system, or critical components of it, could be catastrophic. Risks due to system failures included extended downtime, environmental spills, contaminated water distribution, and financial penalties. The costs to repair or replace the failures, along with the financial penalties, could be immense, depending on where the failures occurred and how large they were. The lack of available technical resources to repair or replace system failures, as well as available materials and components, were of great concern. The county has a long history with many engineering companies and integrators, but without accurate documentation or people who know the system well, its replacement or repair could be a lengthy and expensive process. Even with the right people, equipment, and hardware, reprogramming the SCADA system could take weeks or months.
Strategy for Project Execution The first challenge was to define the scope of the project and the boundaries of research and documentation. The county's SCADA system is a large and complex entity, and it was important to focus the efforts on the primary goals. The scope was limited to the human machine interface (HMI) system and the networking between plants and remote stations. At the plant level, only Ethernet devices related to process control were included. Inclusion of the programmable logic controllers (PLCs) was discussed, but it was ultimately decided to leave them out of this scope. By focusing efforts at the HMI and network level, no process downtime was required for the research, and the scope could be completed within the required time frame. Another consideration was the sensitivity of the project and the information that was to be collected and recorded. Network protocols, equipment locations, Internet Protocol addresses, and system configuration parameters needed to be protected from the public for security purposes. As part of the project execution strategy, the county took the role of data protection using its standard procedures and guidelines. The overall approach was to work with county management, technical, maintenance, and operations staff, to find and review existing documentation, interview county staff, field research the SCADA system, and compile the information into one comprehensive set of documents, drawings, and procedures. The Continued on page 8 Florida Water Resources Journal • May 2017
Continued from page 7 county agreed to prioritize the project by committing staff resources to aid in the effort as needed, due to the critical nature of the project. Finally, all documents, drawings, and procedures were submitted to the county in their native format for future use as a living document.
Project Execution The first activity was to assemble all plant managers, utility management, and the SCADA technical resources within the county, as well as the consultant team, in a project kickoff meeting. At this meeting, utility management clearly defined the purpose, goals, and sensitivities of the project. This further ensured that all plant managers understood that consultant staff would need access to the plant SCADA systems and that their support was necessary, required, and expected. Points of contact were established within each plant to optimize the project communications. The decisions and directives were summarized in meeting minutes distributed to all attendees. Data were collected over the next few weeks via field research, staff interviews, and collection and analysis of existing documentation. Each plant site was researched. The instrument technician assigned to each plant, along with the consultant team, located drawings and SCADA equipment, performed network identification queries, and shared knowledge of past projects and how they affected the SCADA system. In many cases, conflicting information was uncovered, and the engineer and technician had to dig
deep into the system to determine the existing state of the equipment. Members of management, technical, maintenance, and operations at each plant were interviewed. Each brought his or her own unique view of the SCADA system, its components, and its history. This inclusive research process ensured that every experience and story responsible for the current state of the system was identified. Once this information was gathered, it was crossreferenced and reviewed for inconsistencies and gaps. A review of existing documents revealed that the quality, format, and completeness of documentation varied widely from site to site. The consultant team worked with Wonderware, the SCADA software manufacturer, to develop the customized backup and restore procedure. The county’s SCADA system is a combination of the Wonderware App Server, which uses a single galaxy deployed across all plants, InTouch applications incorporated into the App Server galaxy, and stand-alone InTouch applications. The vendor's standard backup and restore procedure was used as a starting point, and the procedures were customized to the county's specific filename, path, and server information. This customized set of procedures eliminated the guesswork and inconsistencies when performing backups, and provided a faster and clearer set of procedures to be used during restore activities. The draft documents, drawings, and procedures were submitted to the county for review and comment, and a workshop with its staff members was held to review their remarks. The results of the workshops were incorporated into the drawings and documents for final issue in native file format.
Deliverables The deliverables included documents, drawings, and procedures specific to the county’s SCADA system, and they were compiled into a single, comprehensive set of documents. All project documentation included a revision history section. Examples of project deliverables are listed in figures 1 through 4.
Potential Project Roadblocks Due to the aggressive scope and schedule of the project, it was critical to identify potential roadblocks and address them before they could impact the project. Technical and Operations Staff Refuses to Share Information It is very common for the personnel responsible for maintaining operations to develop and keep their own set of documents, drawings, and procedures for use in troubleshooting and maintaining the system. These "shop drawings" are typically filled with hand-drawn information that does not exist on any other drawing. Because these drawings contain information that cannot be found anywhere else, and because these people are responsible for keeping the plant operational, they can be very reluctant to admit they have such a drawing set, let alone share it with anyone else. The information on those drawings, however, was exactly what was needed for this project to be successful. Another possibility when documenting a system in this fashion is the fear of job security. The fear that "Once they know the system, why do they need me?" could have been a hindrance to this project. In both of these situations, the practice of involving plant management in the project eased the concerns of staff, and neither of these situations were issues. Operations Prevent Sufficient Access to System for Research Being the brain of plant operations, SCADA keeps the plant running and can, likewise, shut it down. Depending on the type of information to be collected, it can be a requirement to have the system off so the right location or equipment can be accessed. By purposely limiting the scope to the HMI portion of the SCADA system and the networking, the system could stay operational while the data were collected. Had the scope been extended to the PLCs, it is likely downtime would have been required to collect the necessary information.
Figure 3. System-Specific Backup and Restore Procedure
May 2017 • Florida Water Resources Journal
Extensive Outdated or Missing Documentation Years of project-focused deliverables resulted in disorganized system documentation that did not follow a standard and varied widely in quality; therefore, the availability and accuracy of documentation was highly unknown at the start of the project. With a system this large, a severely deficient amount of data would require extensive field investigation, which would be difficult, costly, and very time-consuming. The result would have been a much higher project budget and a much longer schedule. Through multiple interviews and workshops, the collective knowledge of everyone was assembled into a single, comprehensive understanding of the system. Figure 4. System-Specific Server File Locations and Names
Benefits of the Project There were many benefits realized from this project, and future SCADA projects will continue to reap these benefits for years. The major benefits include: Accurate Documentation of the SCADA System The extensive research performed, information collected, and documentation developed resulted in a single, very comprehensive, and accurate set of documents, drawings, and procedures. These represent the most current state of the SCADA system. Launching Point for Larger Planning Effort Master and system planning require an understanding of the current system and the identification of the goals for the future system. A migration plan is then developed that details the transitional steps to accomplish the goals of the plan. This project lays a foundation for the planning project by identifying the current state of the system. Better-Defined Scopes for Subsequent Projects One of the first steps in executing a project is to determine the current state of the system to be modified. The documents, drawings, and procedures developed for this project satisfy that first step and will provide for faster project execution for future projects. Without this information, the bidding contractor will include assumptions and estimations, which turn into dollars in the form of contingency and risk avoidance. By having accurate documentation before project scopes are developed, the scopes can be more accurate and concise, thus limiting contractor risk, contingency, and the overall project budget. Backup and Restore Plan for the System Disasters can strike at any time, and all util-
ities must be prepared for the worst scenarios. Disasters can take on many forms: cyberattacks, weather-related events, manmade actions, accidental occurrences, and equipment failures. Even the smallest processes can have large operational impacts if they experience extended, unanticipated downtime. A current backup of the system is critical to ensure that it can be returned to operation as quickly as possible. An accurate restore procedure, customized to the specific system, is as crucial as the backup, for without the ability to restore the system, the backup is useless. Documents in Native Format The documents, drawings, and procedures developed during this project recorded the existing state of the county's SCADA system; however, the county will continue to execute projects and SCADA will be part of the scope of those projects in the future. All documents were submitted to the county in their native format so they could be provided as part of future projects to represent the existing conditions. In addition, as part of future project scopes, contractors and integrators will be required to update the documents, drawings, and procedures that are developed with their project modifications. This will ensure the documents remain current, should they be needed for future projects or disaster recovery.
Conclusions The initial purpose of this project was to address the issues discovered during a DHS security audit performed on the SCADA system at Pinellas County Utilities. During the execution of the project, and to meet the requirements of the audit report, the HMI portion of the SCADA system and the network were researched, re-
viewed, inspected, and documented. Furthermore, a customized backup and restore procedure was developed. Once the data were collected and reviewed, documents and drawings were developed to represent the SCADA system. These were reviewed by the county in a workshop environment and resulted in highly accurate and thorough documents. A backup and restore procedure was developed specifically for the county using its server, network, equipment, and software names and settings. This set of procedures clarifies the process of backing up and restoring the SCADA system, resulting in a more frequent and standard backup and a more guaranteed restore function. Finally, the documents, drawings, and procedures provided to the county at the completion of the project were in native format so they can be easily updated during future projects by contractors, engineers, and integrators. The execution of this project was a success due to the collaborative working relationship between the county and McKim & Creed. Furthermore, the early establishment of the expectations and importance of the project with county staff was critical for successful data collection. This project addressed a serious deficiency in the county's documentation and maintenance of its SCADA system. This deficiency, during certain conditions, could have caused extensive downtime, environmental impacts, contaminated water distribution, other extensive costs, and financial penalties. By making the documents and drawings current with the existing SCADA system, and by developing a customized backup and restore procedure, the county is now prepared to return to operations should a condition happen to render part of, or the entire system, inoperable. S Florida Water Resources Journal â€˘ May 2017
LET’S TALK SAFETY This new column addresses safety issues of interest to water and wastewater personnel, and will appear monthly in the magazine. The Journal is also interested in receiving any articles on the subject of safety that it can share with readers in the “Spotlight on Safety” column.
Texting and Working Don’t Mix t is well documented and understood that texting while driving is extremely unsafe. The National Highway Traffic Safety Administration has found that drivers who use hand-held devices while driving are four times as likely to get into crashes serious enough to injure themselves and others. What about the risks caused by mobile phone and smart device use while operating machinery or while on a construction site? These risks in the workplace are less documented, but can have the same fatal consequences. For instance, a worker at a utility severed several fingers on one of his hands while operating a chop saw; he was holding his phone between his neck and ear when the accident occurred. Some of the main issues of mobile phone and smart device use while operating machinery, using vehicles, or on a construction site are discussed here.
If a mobile device is dropped, the employee’s impulse may lead her to reach into moving machinery to retrieve it, risking injury or loss of life. A worker could also place himself in danger by removing some of his PPE, such as a hard hat in order to fully put his cellphone on his ear or his safety gloves to send a text.
everyone on site to have their full attention on the task at hand. How do you start to change the culture regarding the use of mobile phones and smart devices? Create a policy that includes the following: S A purpose statement that explains why it’s dangerous to use such devices in a highrisk working environment. S A limit on a broad range of devices that should not be used while working a physical job. S Who the policy applies to—explicitly state that it’s not only for staff workers, but also contractors, consultants, temporary workers, and all personnel affiliated with the listed parties that are on the jobsite. S A clear definition of where and when workers can and cannot use their mobile and smart devices while on the job site or using vehicles.
The Right Attitude
Use of mobile phones or smart devices requires cognitive, visual, and manual attention. This means that any time a worker is using one of these devices, his or her mind is not fully engaged on the job at hand. Using mobile phones can also decrease productivity. In a workplace environment that requires a high level of self-awareness, being distracted can result in high-consequence accidents, including loss of life.
Even if employees recognize the dangers of using mobile devices on the job, they must commit to following the policy. They must: S Recognize situations where use of cellphones can interfere with their ability to perform tasks without injury or from completing jobs in a timely manner. S Be willing to speak up when they see coworkers putting themselves in harm’s way by texting or talking on the phone while performing their job duties. If they are on the receiving end of a call or text from a coworker who is performing a physical job, they should not respond to it.
Entanglements Similar to restrictions on wearing jewelry, which is often not allowed in high-risk work environments, mobile phones or smart devices can get entangled in machinery and interfere with the proper use of personal protective equipment (PPE). It is important that personnel refrain from use of these communication devices.
Distractions and entanglements are issues that workers do not want to have while completing jobs that often require both hands—and always requires their full attention. Operating heavy machinery is particularly hazardous; tens of thousands of injuries related to forklifts occur every year. Many injuries happen when lift trucks are driven by distracted drivers who inadvertently drive off loading docks, drive into fellow coworkers or other items, or the forklift tips over; some accidents happen when a distracted worker falls off an elevated pallet. Many heavy-machinery jobs common at companies and on construction sites require
When used appropriately, mobile devices can make our lives easier and more enjoyable, but when used at the wrong time and in the wrong manner, these same devices can cause serious injury—or worse. S
The 2017 Let's Talk Safety book is available from AWWA; visit www.awwa.org or call 800.926.7337. Get 40 percent off the list price or 10 percent off the member price by using promo code SAFETY17. The code is good for the 2017 Let's Talk Safety book, dual disc set, and book + CD set.
May 2017 • Florida Water Resources Journal
Florida Water Resources Journal â€¢ May 2017
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How to Comply With Numeric Nutrient Criteria and Facilitate Permit Renewal Russel Frydenborg and Beck Frydenborg t has been over two years since numeric nutrient criteria (NNC) were adopted, and many National Pollutant Discharge Elimination System (NPDES) dischargers face tough challenges during the permit renewal process. For a discharger to receive a permit, it is the responsibility of the applicant to provide all of the necessary documentation for permit issuance. Rule 62-620.320, F.A.C., requires that a permit be issued only if the applicant affirmatively provides the Florida Department of Environmental Protection (FDEP) with “reasonable assurance” that the wastewater facility will not violate water quality standards. To demonstrate compliance with NNC, the applicant must navigate the complex regulatory maze of Rule 62-302.531, F.A.C. This involves determining which level of the NNC hierarchy applies, what type of waterbody receives the discharge, and whether an exception to NNC is in effect if the flora and fauna are healthy, the receiving waters achieve the regional nutrient thresholds, and downstream waters are fully protected. If a facility wishes to upgrade or expand its discharge to keep up with increasing user demands, a level-two water quality-based effluent limit (WQBEL) study is required to provide the reasonable assurance. A WQBEL study involves an assessment of habitat, water quality and biological data, empirical or mechanistic modeling, and potentially, a stressor identification study.
Although the rules are complex, this article provides a streamlined and straightforward overview of effective ways to comply with the rules and provide the reasonable assurance required by FDEP. The concept of reasonable assurance is discussed, with a short review of water quality standards, followed by a description of NNC requirements. To illustrate concepts, realworld examples of several facilities that have successfully addressed NNC regulations are provided.
Overview of the National Pollutant Discharge Elimination System Permitting Process For an entity to be granted a permit to discharge to waters of the state, FDEP, as well as the U.S. Environmental Protection Agency (EPA), must have reasonable assurance that the proposed discharge will not “cause or contribute” to violations of water quality standards, and that the discharge meets antidegradation requirements. This generally requires developing WQBELs.
Review of Water Quality Standards It is important to understand the goals of the permitting process, which are to comply with water quality standards. They consist of:
Table 1. Subsection 62-302.400(1), F.A.C., Defines Classes and Corresponding Designated Uses
Russel Frydenborg is president and Beck Frydenborg is a senior scientist with Frydenborg EcoLogic LLC in Tallahassee.
S Designated uses (Table 1) S Numeric and narrative criteria designed to achieve designated use S Moderating provisions (e.g., mixing zones, site-specific alternative criteria [SSAC], exemptions, and other provisions in Chapters 62-302, 62-4, 62-600, and 62660, F.A.C.) S Antidegradation requirements Water quality criteria are found in Chapter 62-302, F.A.C., and generally consist of narrative and numeric standards, or goals, for protecting Florida’s waters. An example of narrative criteria is that waters shall be free from substances that: S Cause nuisance conditions S Are acutely toxic S Are carcinogenic, mutagenic, or teratogenic, etc. Numeric criteria are summarized in tabular form in Chapter 62-302.530, F.A.C. Numeric criteria have been established for parameters such as: S Metals S Physical properties (conductivity, temperature, odor, etc.) S Biological (bacteria, diversity, nutrients) S Organic substances (e.g., polycyclic aromatic hydrocarbons [PAHs], pesticides, wide range of industrial chemicals, etc.) Moderating provisions are also a component of water quality standards and consist of mixing zones, SSAC, and exemptions. A mixing is a limited, defined region adjacent to a discharge where criteria are somewhat relaxed, although the minimum conditions described in subsection 62-302.500(1), F.A.C. (e.g., no acute toxicity), still apply. Mixing zones are not allowed to significantly impair any of the designated uses of the receiving body of water.
May 2017 • Florida Water Resources Journal
Nutrient total maximum daily loads, site-specific alternative criteria, estuary-specific criteria, and water quality-based effluent limitations
The following are examples of SSAC: S A type-one SSAC is based on natural background conditions (reference-based approach). S A type-two SSAC acknowledges human influence, but requires a demonstration that the alternate criterion would provide for the water quality necessary to fully maintain and protect human health and all designated uses. S A type-three SSAC is specifically for nutrients and requires a demonstration of healthy flora and fauna at a given nutrient regime.
Stressor-response relationships (lakes and springs)
Reference stream-based thresholds combined with biological data (flora and fauna)
Narrative (wetlands, intermittent streams, south Florida flowing waters)
National Pollutant Discharge Elimination System Permit Process The first step of the process includes an evaluation of receiving water impacts. The FDEP will determine what degradation may be expected and whether receiving waters would meet water quality criteria. It should be noted that the permit applicant is responsible for providing the information needed to evaluate the impact of the discharge. The waterbody classification is an important part of this evaluation, as well as determining if the area is an outstanding Florida water (more regulations), or if any SSAC apply. The next step is known as a “cause or contribute” analysis, and if a proposed discharge causes or contributes to violations of water quality standards, the permit may be denied, issued with a mixing zone, or issued if pollutant loading is reduced to nonproblematic levels. If a WQBEL indicates violations, the permit will be denied. A level-two WQBEL is needed for nutrients to assess far field effects, unless no expansion of discharge is anticipated and downstream waters are not impaired. If FDEP finds that a proposed new discharge or expanded discharge will not reduce the quality of the receiving waters below the established classification, it shall permit the discharge if: S Such degradation is necessary or desirable under federal standards and under circumstances that are clearly in the public interest. S If all other department requirements are met.
Antidegradation Review Covered in Rules 62-302.300, and 624.242, F.A.C., an antidegradation analysis consists of the following steps: 1. Will “existing uses” be maintained with proposed discharge?
Figure 1. The Hierarchy for Interpreting Numeric Nutrient Criteria
2. Is the discharge necessary or desirable under federal standards and is it clearly in the public interest? 3. Balancing test • Is proposed degradation beneficial to public health, safety, etc., and do benefits outweigh adverse effects to wildlife or recreation? 4. Options review • Are other reasonable and economically feasible options available, other than discharge (e.g., reuse, waste minimization)? If a waterbody identification unit (WBID) is impaired for a specific parameter, the permit must address each parameter of concern, and there must be documentation that the discharge will not cause or contribute to impairment. One option for discharges to impaired waters involves use of the “offset” provision. An offset demonstration may conclude that an increased pollutant load from a facility could be allowed because of reductions in the same pollutant elsewhere in the same water quality-limited segment.
Nutrients and Permits Nutrients are naturally present in aquatic systems and are necessary for life. Nutrient effects on aquatic ecosystems are moderated in how they are expressed by many natural factors, such as light penetration, hydraulic residence time, presence of herbivore grazers, other food web interactions, and habitat considerations. As a result, determining the appropriate protective nutrient regime is largely a site-specific undertaking, requiring information about ecologically relevant responses.
The NNC in paragraph 62302.530(47)(b), F.A.C., states that “in no case shall nutrient concentrations of a body of water be altered so as to cause an imbalance in natural populations of aquatic flora or fauna.” The method for numerically interpreting this NNC, on a site-specific basis, is provided in Rule 62-302.531, F.A.C., using a hierarchical process (Figure 1). This scheme prioritizes how the numeric nutrient criteria apply to a given waterbody. Hierarchy 1: Total Maximum Daily Loads as Numeric Nutrient Criteria A total maximum daily load (TMDL) calculates the maximum allowable nutrient load that will maintain designated use (generally, a healthy, well-balanced community is the most sensitive use). Wasteload allocations calculated for point source facilities during TMDL development can provide load-based values (usually lb/yr) that can be a Hierarchy 1 NNC. The NPDES permit limit for nutrients would typically be expressed as a rolling 12-month total (lb/yr). If no load limit from a TMDL is available, FDEP will require maintaining actual current loading (a load that occurred during TMDL development) or would require the facility to conduct a leveltwo WQBEL. Hierarchy 1, Level Two: Water Quality-Based Effluent Limits as Numeric Nutrient Criteria A WQBEL is “an effluent limitation, which may be more stringent than a technology-based effluent limitation, that has been determined necessary by FDEP to ensure that water quality standards in a receiving body of water will not be violated.” The WQBEL deContinued on page 14
Florida Water Resources Journal • May 2017
Continued from page 13 fines the level of treatment necessary to provide for reasonable assurance. A level-one WQBEL is used when: S Permit renewal is simple S Adequate water quality data are available S Applicant can furnish additional data S Previous water quality studies (level one or level two) are completed S Toxicity is not a concern S Adequate dilution exists in receiving water A level-two WQBEL is used when: S Additional data special analysis is needed that requires the development of a detailed plan of study S There is a complex receiving water system or multiple overlapping discharges S There is poor water quality that is likely to be made worse by discharge S An outstanding Florida water, or Class I or II waters, are likely to be impacted S Complex analysis, including computer modeling, is required
The permit applicant has the ultimate burden of providing all information necessary for FDEP to establish a WQBEL, although FDEP will help do an initial WQBEL when there are multiple dischargers where zones of impact overlap. For permit renewals, however, dischargers with design flow >1 mil gal per day (mgd) are responsible for conducting the WQBEL, even if there are multiple dischargers. A level-two WQBEL determines the available assimilative capacity of a waterbody and establishes discharge permit limits using computer modeling and other scientific methodology. During the WQBEL process, which is found in Chapter, 62-650.500, F.A.C., an appropriate margin of safety associated with the discharge limit is calculated. A level-two WQBEL requires that a study plan be written (which is binding), published in a local newspaper and the Florida Administrative Record, and approved in writing. The applicant must coordinate with FDEP during the study and present the study results.
Figure 2. Springs Numeric Nutrient Criteria Compliance Flowchart
Table 2. Thresholds for Total Nitrogen and Total Phosphorus by Region
Total Phosphorus Threshold
Total Nitrogen Threshold
May 2017 â€˘ Florida Water Resources Journal
A level-two WQBEL is a Hierarchy 1 interpretation of NNC if: S The documentation for the WQBEL includes a site-specific numeric interpretation of the narrative criterion (62-302.530(47)(b), F.A.C.) S The WQBEL is established according to the level-two process (Rule 62-650.500, F.A.C.) S Public notice includes a site-specific interpretation of the narrative for the receiving waterbody Hierarchy 2: Lakes and Springs There are very few point sources that discharge to lakes, so NNC in lakes will not be covered; however, there are many point sources with sprayfields and rapid infiltration basins, which ultimately affect Florida aquifer springs, so a short discussion of the springs nitrate criterion and how it affects these facilities is presented. The springs nitrate criterion, which was based on a regression between nitrate-nitrite and nuisance algal mats, is expressed as an annual geometric mean of 0.35 mg/L of nitrate-nitrite, not to be exceeded more than once in any three consecutive calendar-year periods. A flowchart depicting how NNC would be assessed is found in Figure 2. Factors to consider for point source discharges to groundwater that could affect springs include: S Quantifying the total nitrogen (TN) and total phosphorus (TP) values in zone of discharge (ZOD) based on groundwater monitoring data S Assessing the size of the discharge (small versus large) S Assessing the distance from the springs vent S Determining the expected nutrient attenuation based on nature of the soil/aquifer matrix and nutrient concentrations in discharge Hierarchy 3: Streams The NNC in streams are achieved if: S Healthy flora is documented in the receiving waters; and either S Healthy fauna (stream condition index, or SCI) is documented in the receiving waters; or S The nutrient thresholds have not exceeded more than once in a three-year period. The nutrient thresholds are shown in Table 2. The permit applicant is responsible for providing information about receiving (and downstream) waters, including floral meas-
ures, stream thresholds, and SCI. The FDEP may request data up front, or issue a permit with an administrative order to collect data. The narrative nutrient criterion (no imbalances) continues to apply to certain waters, including intermittent streams, ditches, wetlands, and tidally influenced areas. The discharge location (both direct and downstream receiving waters) affects the method and complexity of the reasonable assurance demonstration. Reasonable assurance is provided if NNC are currently attained in receiving water and downstream water. This site-specific reasonable assurance demonstration may consist of compliance with Hierarchy 1; lakes or springs criteria; streams flora and nutrient thresholds, or fauna; narrative criterion (where applicable); or a demonstration that there is no reasonable potential for nutrient issues.
Figure 3. Flowchart for City of Orlando Wastewater Treatment Facility
Examples City of Orlando Wastewater Treatment Facility Figure 3 shows the receiving water conditions associated with the City of Orlando Iron Bridge Road discharge, and the method to comply with NNC. A study (Frydenborg and Frydenborg, 2015) was conducted to assess flora with a rapid periphyton survey (RPS), linear vegetation survey (LVS), and chlorophyll in the two receiving waters (Little Econlockhatchee River and a tributary of the St. Johns River) that receive the discharge. Because RPS, LVS, and chlorophyll indicated healthy conditions in both receiving waters, and both TN and TP achieved regional thresholds of <1.5 mg/L and <0.12 mg/L, respectively, reasonable assurance was provided.
Figure 4. Numeric Nutrient Criteria Compliance Process for Clay County Ridaught Landing Wastewater Treatment Facility
Clay County Ridaught Landing Wastewater Treatment Facility The Clay County Ridaught Landing facility discharges to a forested wetland and then to a stream, and the NNC compliance process is shown in Figure 4. The wetland condition index for vascular plants at the Ridaught control site (37.64) and Ridaught test site (37.81) were similar to one another, and both sites exceeded the mean score for the forested wetland condition index developContinued on page 16
Figure 5. Numeric Nutrient Criteria Compliance Process for Gainsville Main Street Water Reclamation Facility
Florida Water Resources Journal â€˘ May 2017
Continued from page 15 ment reference sites (landscape development intensity index <2) in north Florida (which was 34.31). These results, coupled with acceptable RPS and low chlorophyll, indicated no floral imbalances. Because TN and TP achieved regional thresholds, both near and far afield of the discharge (TN <1.5 mg/L and TP <0.12 mg/L), reasonable assurance was provided. Gainesville Main Street Water Reclamation Facility This represents a complex example, where the direct receiving water is a hydrologically modified, habitat-limited stream that flows to an herbaceous wetland, which then flows to a sinkhole that has a nutrient TMDL (Figure 5). To achieve compliance with the TMDL, a 125-acre enhancement wetland was created that modeling demonstrated would significantly reduce TN and TP. A WQBEL and stressor identification study was needed for the 1.3-mi segment of stream between the outfall and the enhancement wetland; flora were healthy downstream of the discharge, but fauna (SCI) failed. A stressor identification study following the EPA causal analysis/diagnosis decision information system (CADDIS) process determined that habitat limitation, hydrologic modification, and sedimentation were the main stressors affecting the invertebrates (not nutrients). In this situation, Rule 62-302.531(2)(a)1.d., F.A.C.) states that a WQBEL may be used to establish protective levels of nutrients in a discharge if the receiving water flora are healthy, but the fauna are affected by other, non-nutrient stressors. Permit limits will be based on the nutrient load (lb/yr) that protects the stream and complies with the downstream TMDL.
Conclusions The NPDES permit process ensures protection of designated uses, but is a complex, data-driven procedure. The NNC compliance involves new requirements (biological data) and more emphasis on level-one WQBELs. S
May 2017 â€˘ Florida Water Resources Journal
Operators: Take the CEU Challenge! Members of the Florida Water and Pollution Control Association (FWPCOA) may earn continuing education units through the CEU Challenge! Answer the questions published on this page, based on the technical articles in this month’s issue. Circle the letter of each correct answer. There is only one correct answer to each question! Answer 80 percent of the questions on any article correctly to earn 0.1 CEU for your license. Retests are available. This month’s editorial theme is Operations and Utility Management. Look above each set of questions to see if it is for water operators (DW), distribution system operators (DS), or wastewater operators (WW). Mail the completed page (or a photocopy) to: Florida Environmental Professionals Training, P.O. Box 33119, Palm Beach Gardens, Fla. 33420-3119. Enclose $15 for each set of questions you choose to answer (make checks payable to FWPCOA). You MUST be an FWPCOA member before you can submit your answers!
How to Comply with Numeric Nutrient Criteria and Facilitate Permit Renewal Russell Frydenborg and Beck Frydenborg (Article 1: CEU = 0.1 WW)
1. A ____________________ is needed for nutrients to assess far field water quality impacts. a. type-one site-specific alternative criteria (SSAC) b. type-two SSAC c. level-one water quality-based effluent limit (WQBEL) d. level-two WQBEL 2. Florida regulations establishing numeric nutrient criteria are found in chapter _________, Florida Administrative Code. a. 62-602 c. 62-620
b. 62-610 d. 62-640
3. Wasteload allocations calculated for point source facilities are generally expressed in which of the following terms? a. Pounds per year b. Milligrams per liter c. Parts per million d. Pounds per day 4. For which of the following regions has the lowest total nitrogen threshold concentration for streams been established? a. Panhandle West b. Panhandle East c. Peninsula d. West Central
SUBSCRIBER NAME (please print)
Article 1 ________________________________________
5. A(n) ______________ is a limited defined region adjacent to a discharge where criteria are somewhat relaxed.
LICENSE NUMBER for Which CEUs Should Be Awarded
If paying by credit card, fax to (561) 625-4858 providing the following information:
__________________________________________ (Credit Card Number)
__________________________________________ (Expiration Date)
a. mixing zone b. site-specific alternative criteria c. variance d. exemption
Earn CEUs by answering questions from previous Journal issues! Contact FWPCOA at firstname.lastname@example.org or at 561-840-0340. Articles from past issues can be viewed on the Journal website, www.fwrj.com.
Florida Water Resources Journal • May 2017
FSAWWA SPEAKING OUT
Our Regions Rock—and So Can You Grace Johns Chair, FSAWWA
he FSAWWA is comprised of 12 local regions that provide training, public outreach, networking, and fundraising in their communities to enhance member services and develop section leaders throughout Florida. Initiated in 1995, this system has increased the number of active members who are engaged in all aspects of AWWA and the Florida Section. Our regions have become the workhorse and the heart and soul of our organization and have created a steady flow of leaders from all parts of Florida who together have created a strong, valuable, and influential FSAWWA. Members are encouraged to become active in the region where they live or work. Each region has a slate of officers, including chair and vice chair, who lead FSAWWA members at regular meetings to plan and hold events consistent with AWWA’s mission and goals. Each region has established its own specific goals, including: S Providing local training and educational opportunities for our members S Enhancing FSAWWA volunteer involvement by hosting local training and networking events
S Engaging and promoting new FSAWWA leaders within the region S Being the go-to entity for water professional engagement in their region S Increasing young professionals involvement S Enhancing FSAWWA’s relationship with local colleges and students to encourage careers in the water industry S Hosting activities at high schools and middle schools that encourage students to pursue water industry careers S Increasing cooperation with other associations and other FSAWWA regions S Continuing Water For People and the Likins Scholarship fundraising with events held throughout the year
In this column, I want to introduce you to these regions and give you an idea of what they do so you don’t miss out on their activities in 2017.
Training is Easy When it’s Local The most valuable benefit of the local regions is the opportunity to attend local training classes that provide professional certification for the many plant operator, distribution system, and engineering licenses required to be renewed on a regular basis. The following are good examples of the training events held by our regions in 2016: S “People are Talking about Water: What is Hillsborough County Doing to Address 21st
S S S
Region II – Northeast Florida supported FWEA by hosting a wastewater pumping systems seminar at JEA’s Westside Service Center. More than 50 attendees were at the half-day seminar that featured five presenters and offered continuing education units.
May 2017 • Florida Water Resources Journal
Century Water Challenges” at winter luncheon (Region IV – West Central Florida). “Operation and Groundwater Quality Impacts of the Turkey Point Cooling Canals” at technical seminar (Region VII – South Florida). New technology and training showcase presented by FSAWWA Manufacturers Council: “Metering Technology, HDPE Technology, Joint Restraint, Gate Valves, and Dry Barrel Fire Hydrant Operations and Maintenance Technology” (Region X – West Central Florida). “Leadership and Communication Training for Water Systems” hosted by AWWA and Environmental Finance Center Network (Region XI – North Florida). Second Annual CIP Night – Utility members presented their capital improvement plans for the upcoming year. Presenters were from Sarasota County, Manatee County, Englewood Water District, Lakewood Ranch Improvement District, City of Sarasota, and Town of Longboat Key (Region X – West Central Florida). “Legionellosis: Its Occurrence, Transmission, and How to Prevent It” at “Lunch and Learn” training session (Region I – North Central Florida). “Protecting Florida’s Water Resources – Creative Solutions That Work“ at full-day workshop (Region IV – West Central Florida). “Town of Longboat Key Force Main Assessment” at Joint FWEA Manasota Chapter/ FSAWWA Region X luncheon. “Corrosion Control and Condition Assessment: Six Steps to Safer Digging - 811” at Protect and Prevent Workshop presented by FSAWWA Operators and Maintenance Council (Region IV – West Central Florida). “Implementing Conditional Use Permit Requirements for JEA’s Main Street Wellfield” presentation followed by a tour of the drilling of Main Street Well 6A (Region II – Northeast Florida).
The 2016 FSAWWA Young Professionals Summer Seminar hosted presentations on the Lead and Copper Rule. Most of the regions participated by providing a local venue to watch the webinar and hosting a local networking activity afterward. More than 300 members throughout the state participated.
Continued on page 20
More than 110 members and guests enjoyed the Region VI – Southeast Florida Best Tasting Drinking Water Competition in 2016, with 21 water utilities competing. The event included a bluegrass band featuring one of our own members, dinner, and a raffle that raised more than $700 for Water For People. Judges for the contest represented academia, the media, and a regulatory agency.
More than 230 members and guests enjoyed the Region VII – South Florida 2016 Best Tasting Drinking Water Contest, with six local utilities participating. This event recognized 45 FSAWWA sponsors.
Towers of the Model Water Tower Competition at Creekside High School in 2016 sponsored by Region II – Northeast Florida.
Region X – West Central Florida incorporated its 2016 Model Water Tower Competition into the Sarasota County Technology Student Association curriculum to introduce students to the water industry.
Above: Region VII’s second annual Water For People Golf Tournament at the Country Club of Miami raised more than $3,000 for the cause. More than 100 members and guests participated. At left: Region II – Northeast Florida hosts a very popular deep sea fishing trip each year on the Mayport Princess. This group photo was taken in 2016.
FloridaSection Florida Water Resources Journal • May 2017
Participants at Region IV’s 2016 Best Tasting Drinking Water Contest held at Weeki Wachee Springs State Park.
Continued from page 18
Enjoy Local Outreach and Networking The two most popular outreach and networking events held each year by most regions are the Model Water Tower Competition and the Best of the Best Tasting Drinking Water Contest. Region IV – West Central Florida also participated in the Great America Teach-In by visiting high school classes to speak about careers in the water industry and educate students on the importance of water and wastewater treatment. Networking is a very popular and productive activity and our regions are experts in providing fun and engaging opportunities to meet fellow water professionals and share experiences and knowledge. Common networking events include bowling, fishing, and golfing tournaments; minor and major league baseball group outings; deep sea fishing excursions; and clay shooting. Our regions have created wildly popular fundraising and outreach events that have raised more than $60,000 each year for Water For People and provided more than $25,000 per year in scholarships.
Contact Your Region Chair It’s easy to get involved with your region. All of the information is at www.fsawwa.org under “Regions” where the chair’s name and contact information are provided. Attend the next meeting and be watchful of the FSAWWA training and event emails and newsletters that are sent to all members in the region. We look forward to seeing you soon! S
May 2017 • Florida Water Resources Journal
FWPCOA TRAINING CALENDAR SCHEDULE YOUR CLASS TODAY! May 1-3 ..........Backflow Repair ..............................Osteen ....................$275/305 1-5 ..........Water Distribution Level 3 ............North Miami Beach....$225/255 15-18 ..........Backflow Tester*..............................St. Petersburg ..........$375/405 15-19 ..........Water Distribution Level 2 ............Osteen ....................$225/255 15-19 ..........Reclaimed Water Distribution B......Osteen ....................$225/255 26 ..........Backflow Tester recert*** ..............Osteen ....................$85/115
June 5-9 ..........Wastewater Collection C ................Osteen ....................$225/255 12-26 ..........Stormwater C, B** ..........................Pembroke Pines ........$260/290 12-26 ..........Stormwater A* ................................Pembroke Pines ........$225/255 12-26 ..........Wastewater Collection C, B, A** ....Pembroke Pines ........$225/255 12-26 ..........Water Distribution 3, 2, 1** ..........Pembroke Pines ........$225/255 19-21 ..........Backflow Repair* ............................St. Petersburg ..........$275/305 19-22 ..........Backflow Tester ..............................Osteen ....................$375/405 30 ..........Backflow Tester recert*** ..............Osteen ....................$85/115
July 10-13 ..........Backflow Tester*..............................St. Petersburg ..........$375/405 10-14 ..........Reclaimed Field Site Inspector ......Osteen ....................$350/380 17-21 ..........Water Level 1 ..................................Osteen ....................$225/255 17-21 ..........Wastewater Collection A ..............Osteen ....................$225/255 17-21 ..........Stormwater A ..................................Osteen ....................$275/305 28 ..........Backflow Tester recert*** ..............Osteen ....................$85/115
August 28-30 ..........*Backflow Repair ............................St. Petersburg ..........$275/305 Course registration forms are available at http://www.fwpcoa.org/forms.asp. For additional information on these courses or other training programs offered by the FWPCOA, please contact the FW&PCOA Training Office at (321) 383-9690 or email@example.com. * Backflow recertification is also available the last day of Backflow Tester or Backflow Repair Classes with the exception of Deltona ** Evening classes
You are required to have your own calculator at state short schools and most other courses.
*** any retest given also Florida Water Resources Journal â€˘ May 2017
Breaking Down Flushables, or Keeping the Matter of Flushables Moving Manufacturers release new labeling guidelines; international wastewater groups take stand
prominent and uniform positioning of the “Do Not Flush” warning, the code enables consumers to better recognize and identify what not to flush.
Water Sector Input
roducts all along grocery store aisles carry such warnings as “Toxic! Do not consume!” or “Keep out of reach of children,” or even “Dangerous for the environment.” But flushable wipes—both for household cleaning and for hygiene—carry very few, if any, warnings about the harm that they can cause when flushed down the toilet, which never should be treated as a trashcan.
A New and Improved Labeling Guideline In February of this year, INDA, the Association of the Nonwoven Fabrics Industry (Cary, N.C.), released the newest edition of its code of practice. The new code outlines stricter labeling guidelines for “nonflushable” wipes and hygiene products (see sidebar). The code was first released in 2013 as a set of voluntary guidelines to help manufacturers better communicate the appropriate disposal pathways for such nonwoven products as baby wipes and flushable wipes. The code encouraged manufacturers to better label their products, but the “Do Not Flush” symbol and disposal instructions often were hidden behind flaps, on the bottoms of packaging, or presented so small and subtly that they easily could go unnoticed. Although voluntary, manufacturers were encouraged to comply with the new code within 18 months of its release. By encouraging a more
This new version of the code was developed with the input of wastewater professionals. The process included representatives from the Water Environment Federation (WEF; Alexandria, Va.), National Associations of Clean Water Agencies (NACWA; Washington, D.C.), American Public Works Association (APWA; Kansas City, Mo.), and Canadian Water and Wastewater Association (CWWA; Ottawa, Ontario).
An International Problem That Can’t Be Wiped Away Recently, wipes have also been getting an influx of international attention, with media stories in London on “fatbergs” and attention from the television show, “The Weekly” (think of an Australian version of “The Daily Show”). In response to the wipes problem internationally, the International Organization for Standardization (ISO) launched a work group in 2015 to begin establishing an international flushability standard. The group consisted of 15 countries, including the United States, Canada, United Kingdom, Japan, Australia, Israel, and several others. The U.S. representatives included members of WEF, NACWA, and APWA. Initially, progress on the ISO standard appeared to be moving faster than the United States wastewater collaboration with INDA on the fourth edition of “Flushability Guidelines” (GD4); however, in September 2016, the international standard was halted indefinitely due to a complaint from the ISO Toilet Paper Working
May 2017 • Florida Water Resources Journal
Group. In response to the halted progress, the international wastewater groups working through the ISO process issued a joint position statement, “International water industry position statement on nonflushable and ‘flushable’ labeled products,” which can be downloaded at http://www.wef.org/advocacy/policy-and-position-papers. The position statement addresses the following: S Key requirements for flushability include that a product must break into small pieces quickly, must be buoyant, and must not contain plastic or regenerated cellulose. S All “flushable” labeled wipes should not be flushed until there is a standard that the water and wastewater industry agrees upon. S All wipes and personal hygiene products should be clearly labeled as “Do Not Flush” and disposed of in a trashcan. S Manufacturers should provide consumers with clear information on appropriate product disposal. S And, most importantly, the wastewater industry only supports the flushing of the 3Ps: pee, poop, and (toilet) paper. Since its release in September, the international position statement has been signed by 25 countries, including 244 wastewater companies/authorities and 69 partner organizations.
States and Cities Take a Stance Back in the U.S., several states and cities have started their own initiatives against wipes. Recently, the Council for the District of Columbia (Washington, D.C.) unanimously approved the Nonwoven Disposable Products Act of 2016.
This is the first legislation in the U.S. to address the problems cause by flushable and nonflushable wipes. Heavy support for the bill came from DC Water, which servers the D.C. area and is a leader in the wastewater sector. The bill prohibits the advertisement, packaging, or labeling of any nonwoven disposable product as flushable, sewer-safe, or septic-safe unless the claim is substantiated by standards set by the District Department of Energy and the Environment (DOEE). Included in the bill is a definition of “flushability,” which was taken directly from the aforementioned international water industry position statement. While D.C. is the first city to make such legislation, other jurisdictions are also on the path, notably New York City. Members of WEF are encouraged to support local initiatives, which can take the form of writing letters of support and educating local representatives on the harm that these products are causing on wastewater systems.
Improvements to the 2nd Edition, Code of Practice Clearer decision tree of what should have a “Do Not Flush” warning Any product that can be used in a bathroom setting is encouraged to be labeled with the warning symbol. Products that can be contaminated by feces, menses, or urine are required to have the symbol. A bigger and clearer “Do Not Flush” warning The warning must be in high contrast to the product packaging and sized based on a ratio to the packaging. More prominent display of the “Do Not Flush” warning The warning must be prominently and permanently displayed on the product packaging near the point of dispensing, as well as visible on the on-shelf packaging. This allows consumers to see the symbol both when purchasing and when using.
The “Do Not Flush” warning should be clearly visible on all hygiene products, including baby wipes. (graphic: Association of the Nonwoven Fabrics Industry)
The Work Doesn’t Stop With a Guideline As cities and states continue their fight against flushable wipes, WEF intends to do the same. After the success of the code of practice, WEF was optimistic about joint initiatives with INDA and wipes manufacturers; however, collaboration on GD4 came to a standstill after heavy disagreements between the wipes manufacturers and wastewater sector experts. As of February 2017, the wastewater associations involved in the GD4 development process (WEF, NACWA, APWA, and CWWA) have withdrawn from continuing the joint development of the flushability guidelines. Even with the withdrawal from the GD4 process, WEF hopes to continue working on the development of future flushability guidelines to protect wastewater infrastructure, and it will continue to work with its Flushable Task Force, member associations, and other volunteers to communicate the following: S Only flush the 3Ps. S Toilets are not trashcans. S Communities need to know that flushing wipes and other products can harm infrastructure. Brianne Nakamura, P.E., ENV SP, is the manager of collection systems and sustainability in the Water Science & Engineering Center at the Water Environment Federation (Alexandria, Va.). She is the staff liaison for both the Collection System Committee and the Flushables Task Force and can be contacted at firstname.lastname@example.org. S
The “International water industry position statement on nonflushable and ‘flushable’ labeled products” was released in September 2016. More than 300 water companies and organizations, representing 25 countries, signed the statement. (graphic: Water Environment Federation)
Florida Water Resources Journal • May 2017
F W R J
Using a Measured Framework to Plan and Implement an Asset Management Program Jeff Stillman, Joan Arthur, and Martin Jones tarting in 2011, the Tulsa (Okla.) Metropolitan Utility Authority (TMUA) engaged a multidisciplinary team, comprised of engineering, financial, and legal firms, to conduct a comprehensive assessment of the city's water and wastewater systems. This comprehensive, phase-one effort included evaluation and recommendations for organizational structure, communication, operational optimization, and asset management. The implementation of recommendations proceeded as the Utility Enterprise Initiative (UEI), starting in early 2013. The UEI has included a far-reaching set of tasks and objectives, including a utility strategic plan, performance management system, operational optimization, and implementation of an asset management program based on International Organization for Standardization (ISO) 55001 principles. Overall, the comprehensive assessment found that the Tulsa metropolitan region enjoys water and sewer services that operate within industry norms for service quality and cost-efficiency; however, without significant changes, increasingly stringent regulations and
the system's aging infrastructure will combine to force water and sewer rates to grow significantly in the coming decades. To address these concerns, TMUA has initiated the UEI as the second phase of the assessment program, which includes governance issues, strategic management improvement, performance management improvement, operational optimization, and implementation of a comprehensive asset management program. As part of the first phase, the project team performed an asset management gap assessment that identified the major program elements to be implemented in phase two of the project. The assessment was useful and helped provide the foundation for recommending asset management improvements as part of the second-phase UEI. Building on the phase-one recommendations, it was then agreed to build an asset management framework based on the British Standards Institution (BSI) publicly available specification (PAS), known as PAS55, for the optimized management of physical assets, to establish a baseline, and to allow measurement of progress as improvements are implemented. The PAS 55 was subsequently superseded by ISO
Figure 1. Publicly Available Specification 55 Scoring Scale
May 2017 • Florida Water Resources Journal
Jeff Stillman is practice leader with Black & Veatch in Burlington, Mass., and Martin Jones is a senior consultant with Black & Veatch in Atlanta. Joan Arthur is asset manager with Tulsa Water and Sewer Department.
55001, and the utility is considering ISO 55001 certification as part of its UEI. The framework implementation effort of the project has just completed its third year. Annual progress assessments have been carried out for 2014, 2015, and 2016..
Methodology Year 1: Initiation of the Asset Management Framework with Publicly Available Specification 55 At the start of the initiative, the project team performed a PAS 55 asset management gap assessment that identified the major program elements needed for an effective asset management program. The assessment was conducted by a team of Institute of Asset Management-approved assessors and was comprised of 26 interviews with staff in three city departments, a document review, and three workshops. The assessment was insightful and provided a structured roadmap with prioritized tasks, including level of effort, responsibility, and expected timing. PAS 55 was selected as the basis for the assessment because it takes a utilitywide asset management system approach and provides a framework for an organization’s strategic vision and goals to be achieved through assetcentric strategies and plans. This is referred to as a single “line of sight,” from the organization’s leadership team to the asset operators and maintainers, so all parties have a clear understanding of what they are required to do in order to achieve the organization’s strategic goals. The PAS 55 was born out of the need for utilities in the United Kingdom to demonstrate to regulators that they were effectively managing their assets, to clarify what is meant by asset management, and to define good practice.
The PAS 55 specification consists of 28 elements of good asset management practice that can be used as a checklist for implementation of improvement programs. The elements of good practice are set out under the following sections: S General requirements S Asset management policy and strategy S Objectives and plans S Asset management enablers and controls S Implementation of asset management plans S Performance assessment and improvement S Management review This provides an integrated approach to asset management that is systematic and riskbased, and optimizes the asset life cycle for performance, cost, and risk. Each of the 28 sections is scored on a 0 to 4 scale, as defined in Figure 1. Initially, TMUA achieved an asset management maturity score indicative of an organization developing its approach to asset management. Trends in the scoring were found to be similar to other water utilities in the United States. Areas of good practice that were identified include: S Emergency action plans S Controls on outsourced activities S Training and competency assessment of staff S Laboratory quality manual S Stalking assessment and management (SAMS) risk assessments S Processes to ensure regulatory compliance Areas for development included creating an asset management policy, framework, strategy, and objectives, as well as risk management processes, management review, and an audit. The assessment results and established targets for development are presented in Figure 2. The TMUA staff was found to be enthusiastic about the program and clearly expects to see benefits. It is clear that individual groups have made good progress in implementing asset management approaches. Recurring themes were the issues of low pay, high turnover, and difficulty attracting quality staff. Combined with an aging workforce and limited succession planning, these issues represent the highest risk in the long term for TMUA to meet its objectives in providing safe and efficient service. The next step was to develop an asset management improvement plan (roadmap) that set out the actions, timescales, and resources required to close the gaps and implement identified improvement activities. This plan forms the basis of the TMUA asset man-
Figure 2. Publicly Available Specification 55 Assessment Results and Implementation Targets
agement program over the next three years and contains a near-term approach with prioritized activities to quickly close the more significant gaps, as well as a longer-term approach to continue developing areas with smaller gaps and develop the necessary documentation for compliance with the PAS 55 specification and ISO 55001. This plan was originally developed as a spreadsheet table and was then migrated to a Microsoft Project schedule to align asset management framework implementation activities with the broader UEI and information system implementation activities. The implementation targets shown in Figure 2 for future years reflect the anticipated outcomes of the improvement initiatives. The baseline represents the starting point of the evaluation, which was the PAS55 gap analysis undertaken in 2013. The planned year-one improvements, as stated in the TMUA asset management strategy, would be compared with the progress in the first year of the TMUA UEI asset management program. Maturity targets were also set for 2015 (year two) and 2016 (year three). The target for year three was compliance in all areas, with a score of 3. Using this roadmap, TMUA has been able to logically implement new and major elements of its asset management program, while having the flexibility to reprioritize efforts as needs and available resources changed. Following the promulgation of ISO 55001 in 2014, the roadmap and assessment were restructured
to align with the new international asset management standard. Year 2: Continuing Framework Implementation and Transition to International Organization for Standardization 55001 The focus of the PAS 55 update was to assess progress in implementing elements of the improvement roadmap developed following the baseline PAS 55 assessment in 2013. The work consisted of: S Review of the documentation and processes developed since the 2013 assessment. S Interviews with select staff to review how new processes and asset management approaches have been implemented and embedded, and to review progress on closing the main gaps identified in the initial assessment. S Updating the maturity scoring against each of the 28 PAS 55 elements based on the assessed progress. The TMUA asset management strategy specifies using ISO 55001 to develop the asset management framework going forward. The transition to ISO 55001 was agreed to be the best approach because PAS 55 was planned to be phased out with the adoption of ISO 55001, and it was expected to be rapidly recognized and adopted as the leading standard, not just internationally, but in the U.S. as well. Continued on page 26
Florida Water Resources Journal â€˘ May 2017
Table 1. Comparing Elements of International Organization for Standardization 55001With Publicly Available Specification 55
Figure 3. International Organization for Standardization 55001 Maturity Scale
Continued from page 25 The ISO 55001 standard has significant overlap with most of the PAS 55 elements. Table 1 provides a comparison of the two standards that were used to help map results between the two systems. Thus, the results of the updated PAS 55 assessment were also used to perform a parallel gap analysis using the ISO 55001 requirements, translating the scores from the PAS 55 assessment to ISO 55001. The ISO 55001 results are also scored using a maturity scale that is similar to, but not the same as, the PAS 55 scoring definitions. The scoring scale for ISO 55001 is defined in Figure 3. Like PAS 55, the results of an assessment may be logically presented as a radar plot, and the results of the assessment for TMUA are shown in Figure 4. From this point onwards, the ISO 55001 gap analysis has formed the revised baseline for evaluating future improvement. The update to the assessment indicated clear direction, and progress in the improvement of the asset management information systems was identified as a key factor related to continuing 2015 improvements, in addition to developing and embedding additional business processes. Many key building blocks are in place, and the staff was developing good alignment with the program and taking pride in it. Staff has raised concerns about the amount of concurrent change that is going on, but members have risen to the challenge and are clearly enthusiastic about the program. Priority tasks for completion consisted of: S Completion of a TMUA strategic plan, a water and sewer department business plan, service-level objectives, and the subsequent alignment of the asset management policy, strategy, objectives, and key performance indicators with the strategic plan and business plan. S Completion of an asset management framework document, specifically the inclusion/enhancement of: • Risk management process and methodology • Asset management plan methodology and guidance • Capital delivery process • Performance monitoring and reporting of key performance indicators S Development of initial asset management plans S Finalize and formalize process maps S Internal audit and review Furthermore, it was recommended that the asset management improvement roadmap be updated to provide more specific tasks for
May 2017 • Florida Water Resources Journal
staff to complete in order to close the gaps that were identified and to meet the requirements of ISO 55001, including the following areas of additional focus: S More specific assessment and information on stakeholder needs and expectations, including the reporting of financial and nonfinancial information. S Demonstrating the development and implementation of the asset management plans. S Specific requirements for creating and documenting information, and control of documented information. S Specific requirements to determine the information needed for analysis and evaluation, and the analysis and evaluation methodologies to be employed. S Requirement that the organization has put in place appropriate means for monitoring the assets and asset systems to identify potential failures in performance. Year 3: Continuing Framework Implementation Using International Organization for Standardization 55001 Assessments were continued in 2015 and 2016 to monitor the ongoing implementation of the asset management program. Over this time, significant progress has been made, as shown in Figure 5, with the following key findings identified: S The TMUA strategic plan has been finalized and well-communicated to staff. The strategic plan framework provides clear objectives and initiatives. This has been developed and implemented by TMUA staff, and they should be congratulated on this achievement as it is a foundational element of a successful program. S TMUA successfully developed a capital improvement program (CIP) using the business case prioritization process, without any consultant assistance. Feedback suggests that the process went smoothly and has been well-adopted, and the approach has the full support of the new mayor and his administration. S The UEI initiatives have allowed the rate increases to be reduced for water service, which is largely a result of risk-informed decision making, targeting investment in the right way at the right time. S The embedding of the asset management policy and other procedures that have been through their first review cycle is evidence of the sustainability of the program. This includes updating the asset management strategy and objectives to align with the TMUA strategic plan.
Figure 4. 2014 International Organization for Standardization 55001 Assessment Results
Figure 5. 2015-2016 International Organization for Standardization 55001 Assessment Results
S Continued engagement and energy of staff to adopt the new ways of working suggests that this “project” can become “business as usual.” S Key asset management positions have been recruited and other positions have been created, which are developing and sustaining the program and is evidence of the TMUA
board’s commitment to providing resources. S Proven use of the Hach Water Information Management Solution (WIMS) for operations control and dashboarding performance. Operations staff is using it effectively and enthusiastically. Continued on page 28
Florida Water Resources Journal • May 2017
Continued from page 27 S There have been great strides in increasing the awareness of the program among staff, with internal communications and meetings to promote the strategic planning framework and asset management policy, and training on the new information systems. S Some key remaining actions include completing the computerized maintenance management system (CMMS) implementa-
tion, updating the risk process and risk assessments for the linear assets, developing asset-class asset management plans, implementing the maintenance initiatives, and developing the internal audit process.
Results Over the course of the UEI, the substantial increase in the overall maturity score re-
May 2017 â€˘ Florida Water Resources Journal
flects the progress that staff has made in embedding and sustaining key components of the program, and meets the revised targets for 2016 set out in the roadmap. Staff has benefited from having a better-defined roadmap with more specific actions, allowing progress to be made in completing actions. Staff is seeing benefits from the UEI program, including the use of Hach WIMS for process performance monitoring, work order management using Lucity, the CIP prioritization process to justify CIP projects, and the reduction in rate increases for water services. Annual updates to the ISO 55001 program assessments have been very useful in tracking progress and adjusting priorities in the course of implementing a utilitywide asset management program. Using these assessment updates, TMUA has been able to track its progress in program implementation and reprioritize resources or task priorities to achieve the desired results. Some of the major efforts and successes to date include the following: S Development of a utilitywide asset management policy promulgated by the board and its directors. S Development of a comprehensive asset management strategy, including performance objectives, that is aligned with the utility strategic plan. S Identification of staffing needs for program implementation and development of new positions to lead and coordinate program efforts, including definitions of revised roles and responsibilities for individuals and departments within the city. S Communicating information about the program to staff, including the development of an internal newsletter (The WAVE). S Revision of the capital planning process to include business-case evaluations and riskbased optimization of projects that are aligned with the budget and rate-planning cycle. S Revision of the capital delivery process to achieve better alignment between the engineering and water and sewer departments. S Mapping of operation and maintenance processes to identify improvements and efficiencies. S Consolidation and simplification of maintenance management, work order, and asset management systems, and combining seven disparate systems with varying quality and standards into a single utilitywide asset management information system, following a detailed, staged implementation plan. S
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Training Operators for Future Indirect Potable Reuse: Now is the Time to Determine the Need Scott Anaheim President, FWPCOA
he time has come when utilities and municipalities have turned to reuse as a potable water source. The growing scarcity of potable water supplies is among the most important issues facing many cities using single sources of water, such as aquifers or surface water, which makes turning to augmentation of drinking water supplies with advanced treated recycled water a viable option. For the folks that haven’t heard of indirect potable reuse (IPR), it is one of the water recycling applications that has been developed, largely, because of advances in treatment technology that enables the production of high-quality recycled water at increasingly reasonable costs and reduced energy inputs. The IPR is highly treated and discharged directly into groundwater or surface water sources with the intent of augmenting drinking water supplies. This reuse allows for a longer retention time due to the injection point being downstream of the raw water source. By injecting downstream into the aquifers or surface waters, remaining contaminants can be degraded by natural, physical, or biological processes. In California, they are already using IPR in Orange County, and San Diego is in the process of going to direct use and getting the public to buy into “toilet to tap,” which has been a hard sale in the past. Projects are in varying stages in Florida, from design, construction, and so on, for IPR, and now is the time for us, along with the Florida Department of Environmental Protection (FDEP), to work together to determine
the correct training and licensing needed for these systems. Current licensing is in place for both water and wastewater treatment and many of the same processes are covered in the courses provided by FWPCOA. Operator certification and training programs are used to provide a minimum standard of operational skill and knowledge for the operation of wastewater treatment plants and water treatment plants, and the management of
May 2017 • Florida Water Resources Journal
drinking water distribution systems. While this covers some of the important elements for potable reuse, there now remain gaps for some of the technologies applied, as well as some of the operational tasks and methodologies. Water and wastewater training has been developed to cover the requirements for most water and wastewater treatment operators. Recycled water is currently produced by a small percentage of utilities overall, and while rapidly increasing in its application, IPR and direct potable reuse (DPR) remain a relatively small enterprise in comparison to the vast number of water and wastewater treatment plants. Thus, IPR and DPR have not seen significant coverage in existing operator training curriculum or examinations. Using DRP necessitates the application of a variety of relatively advanced water treatment technologies to meet water quality requirements. Some of these technologies are covered to an extent in the existing curriculum. For example, reverse osmosis is applied not only in reuse applications, but also for groundwater desalting and seawater desalination for drinking water applications, and thus it has some, albeit limited, coverage in the existing drinking water certification training. Similarly, microfiltration and ultraviolet disinfection are relatively minor components of the course. Other technologies however, such as advanced oxidation, are not currently covered at all. Both IPR, and in particular, DPR, are perceived as a higher risk to public health relative to normal drinking water production due to the nature of the source water employed. In addition to the gaps in training for the specific technologies used, a key focus on the management of this higher risk to health (whether perceived or real) is imperative to the success of the operations. More intensive requirements for water quality sampling and analysis, specific requirements for instrument calibration and verification, critical
operational monitoring and reporting, and effective operational responses must all be considered in the development of a training and certification process to meet the requirements of DPR. Another area that needs to be integrated into the training is customer relations and compliance due to the public’s apprehension of the use of reuse water (whether it’s IPR or DPR), because only one system failure will destroy public confidence in any utility providing quality water to the community. Ask anyone who works in a utility in Flint, Mich., how hard it has been to gain the public’s trust again. The difference between IPR and DPR future licensing and the water distribution system operator license issue is simple. There was a voluntary certification program in place for years versus a relatively new process that required a hybrid of existing treatment operators to perform the daily operations. Currently, utilities will use existing operators to run these processes, and we need to update our certification programs for water and wastewater. In addition, attention can be focused on developing the additional curriculum that is required, rather than another license. Another option may be to require advanced water treatment as a supplement to ex-
isting higher-level wastewater or water treatment licenses, rather than a dual license requirement. It is also recommended that consideration be given to a competency-based approach to the experience portion of the certification required. This kind of approach will provide some certainty that operations staff members not only have the knowledge, but are truly competent at specific, required tasks. We should start these conversations and review our current training before we wait too long and have to rush to catch up.
Online Institute Tim McVeigh provided the following update on the Institute: S The Online Institute presently has 97 active courses and 411 registered students, which is 82.2 percent of capacity. S For the 2017 license renewal cycle, FWPCOA has sold an average of 79 online courses per month, which is less than the monthly average of 83 courses sold during the 2015 cycle. The average monthly revenue for the 2017 renewal cycle is lower than the 2015 cycle: $3,360 per month versus $3,605 per month, respectively.
S There was a staggering decrease in revenue for March 2017 compared with March 2015: $8,370 versus $15,015, respectively. This month continues a disturbing trend of declining revenue that started in January. Please continue to advise your members of the availability of the FWPCOA Online Institute in your newsletters and at your membership meetings. There is less than one month remaining in the 2017 license renewal cycle, so encourage operators to finish earning their CEUs. Be advised that April 30 falls on a Sunday this year. The last upload of continuing education courses to FDEP for the 2017 license renewal cycle will occur on Friday, April 28, 2017, at 2:00 p.m., EDT.
Publicize Our Online Courses Please publicize the availability of the online short courses: Stormwater C, Utility Customer Relations I, Wastewater Collection C, and Water Distribution Levels 2 and 3. Don't forget to also mention the Class B drinking water treatment plant operator and the Class C treatment plant operator courses. S
Florida Water Resources Journal • May 2017
Building the Next Generation of Water Resources Professionals St. Johns Technical High School is a Title 1 school in St. Augustine. The majority of the students at the school are from lower socioeconomic backgrounds, with many of the students receiving remediation and/or grade recovery. The school’s mission is to not only help struggling students succeed in their academics, but to also receive hands-on, authentic field experiences so that they are career-ready upon graduation. To this end, six years ago the school created the Academy of Coastal and Water Resources. The academy provides students with the technical knowledge and skills needed to prepare them for further education and careers in
water treatment operations, natural resources management, and environmental sciences. Through strong business partnerships, the students are offered field studies, guestspeaker presentations, job shadowing, summer internships, apprenticeships, industry exam preparation, and problem-based learning opportunities. The academy’s goal is for students to become qualified, marketable, and successful in the industry after graduation. In May 2016, the academy had its first class of seniors complete the four-year course progression in environmental water technologies. One of the graduating seniors, Mathieu Schloss, passed the rigorous Florida Depart-
From left to right: Linda Krepp, Tony Cubbedge, Mathieu Schloss, and Bill Young.
Academy students pose in the field.
May 2017 • Florida Water Resources Journal
ment of Environmental Protection wastewater treatment plant operators Level C license exam on his first attempt. Mathieu’s success can be attributed to his hard work and excellent classroom instruction, but also to the opportunities provided to him by St. Johns County Utilities and the City of St. Augustine, as well as other local-area business partners. Mathieu was given the opportunity to work in a St. Johns County Utilities wastewater treatment facility as an intern during the summer prior to his senior year, and the internship was a game changer for him. After his internship, he knew he wanted a career in wastewater treatment and was so motivated to
Academy students getting instruction in the field.
From left to right: Tony Cubbedge, St. Johns County Utilities; Tim Forson, superintendent of St. Johns County Schools; Isaac Wanamaker, St. Johns student; State Sen. Travis Hutson; Skyler Little, St. Johns student; Mathieu Schloss, former St. Johns student and currently with St. Johns County Utilities; Gracie Clark, St. Johns student; Destiny Brundage, St. Johns student; Bill Young, St. Johns County Utilities; Linda Krepp, St. Johns career specialist; Chris Force, principal, First Coast Technical College; Miles Johnson, St. Johns student; Cynthia Williams, St. Johns principal; and Thomas Marrero, St. Johns student.
start his utilities career that he graduated a year early. As soon as Mathieu turned 18, he was hired by the utility at its new northwest wastewater treatment facility—the same facility that Mathieu observed being built from the ground up as a part of numerous field studies provided by the county to the academy. The scope of the academy’s water resources education is far-reaching. The program also works with other local business partners, such as the Anastasia Mosquito Control District (AMCD), in placing graduates in
water-related occupations. A recent academy graduate was the youngest AMCD employee to pass the Florida Department of Agriculture and Consumer Services (FDACS) vector control and public health professional state license, along with his core applicators license. The academy is building a pipeline of strong candidates who are knowledgeable in the water industry. It provides excellent industry experiences so students are able to succeed in the marketplace after graduation. The students form long-lasting relationships with
the academy’s business partners, which often develop into future career opportunities. Through these strong business partnerships and the industry-relevant curriculum, the academy is helping to create bright futures for its students. For more information about the Academy of Coastal and Water Resources at St. Johns Technical High School, please contact Linda Krepp, career specialist, at 904-547-8130 or linda.krepp@st.Johns.k12.fk.us. S
Florida Water Resources Journal • May 2017
Low-Cost Technology for Operational Efficiency Brad Hayes and Jay Sheehan Many utilities are still using paper forms to collect data, which presents some very serious problems for accuracy and efficiency. The fact is that data integrity is difficult to maintain when utilities use a combination of paper and spreadsheets to collect and retain information. Often times, migration from paper to electronic tools is hampered by staff resistance to change, perceived costs for new technology, and the inconvenience of taking on a new project;
however, it is far more costly and inefficient to continue to use paper. Where we employ mobile technology, less time is spent collecting and entering data, and we can focus more time on process efficiencies. This significantly reduces errors, better data is collected, and the utility reaps the rewards. Thanks to the rapid development of mobile technology, the tools available for data collection and analysis have improved significantly in recent years. Smartphones and tablets, along with simple, flexible, and afford-
able applications, make it possible to streamline every step of the data collection, analysis, and reporting process. Mobile technology programs are easy to learn, and due to the time and money they save through increased efficiencies, the initial start-up costs quickly pay for themselves.
Case Study: City of Tavares As utilities director for the City of Tavares, I am personally responsible for more
Paper forms and spreadsheets are inefficient and prone to errors.
Work orders can be generated in the field, and forms can be dispatched to an operator.
May 2017 â€˘ Florida Water Resources Journal
Mobile applications are easy to learn and increase efficiency.
than 70 remote water and wastewater sites, all requiring data collection, analysis, and reporting. Over the past 10 years, the utility has been required to work smarter instead of harder, with fewer staff serving a constantly increasing population and a changing set of infrastructure assets. The paper and spreadsheet data recording system we had historically relied on was both time-consuming and errorprone, making it clear that a better method was needed. To this end, we sought a simple but customizable application that would allow us to create custom-made electronic forms for our utility’s various needs and directly upload data from a wide range of mobile devices. From a list of many options, the city collaborated with Woodard & Curran to select an application, ultimately choosing to proceed with doForms—a simple web-based software solution that includes a website portal for creating forms and reporting data, as well as a mobile application for completing and submitting the forms. The form-building engine includes a host of options; once you create reports, you can copy, modify, and update them easily. Deploying forms to a mobile device is a matter of hitting a “publish” button. Whenever a data connection is available, we can create and receive work orders in the field. This allows managers to communicate tasks to staff wherever they are, along with any specific forms relevant to a task. We also collect process data in the field, which, during an atypical condition, is immediately sent to the operations database, alerting managers of potential issues. These abilities have multiplied the efficiency gains seen from the switch to doForms in the collections system, which has been beneficial in saving personnel time and effort since the tool’s initial implementation. Due to its success, the wastewater treatment plant has collected all the necessary asset information to begin utilizing this system, and the drinking water division has already budgeted the money to implement this program on its side of the utility next year. Transcribing paper to spreadsheets and deciphering illegible handwriting are obstacles of the old technology. Modern, mobile technology can solve these problems and replace several devices, including cameras, global positioning system (GPS) units, and laptops.
lations for reports. We have found and implemented a better, more affordable way and are looking forward to completing the implementation of doForms adoption across our utility departments.
Brad Hayes is utilities director with City of Tavares and Jay Sheehan, P.E., is senior vice president with Woodard & Curran in Inverness. S
By having geographic information system data on mobile devices in the field, staff members can see their utility system instantly in relation to their current location.
Technology Benefits the Industry Utilities today are struggling to make do with fewer resources, tighter regulations, and more maintenance of aging assets. Under these conditions, they cannot afford to rely on inefficient systems for collecting data, reporting on maintenance from the field, and running calcuFlorida Water Resources Journal • May 2017
FWRJ COMMITTEE PROFILE This column highlights a committee, division, council, or other volunteer group of FSAWWA, FWEA, and FWPCOA.
Utility Management Committee Affiliation: FWEA Current chair: Rick Nipper, director of operations, Toho Water Authority Scope of work: The committee’s mission is to advance continuous quality improvement in utility businesses through customer focus, organizational leadership, strategic planning, process improvement, rewards and recognition, and employee engagement and development to create operating excellence results Recent accomplishments: The Florida Benchmark Consortium Workshop was presented in November 2016. We do this annually to share data and measures among water utilities, to collaborate on best management practices, to provide continuing
education, and to earn funds to put back into the FWEA budget. It has been a very successful workshop for all involved. The committee members and the FWEA board of director’s secretary spearhead this effort. The secretary and several members of this committee contribute their time and expertise every year to make this a success.
S Promote utility management programs, such as environmental management systems (EMS) and International Organization for Standardization (ISO) 14001 certification. S Cultivate regulatory benefits for utility organizational excellence. S Recognize world-class utility performance excellence.
Current projects: The goals of the committee are: S Create an awareness of the need to pursue and measure continuous quality improvement. S Provide education to advance customer satisfaction in utilities, engineering, and manufacturing businesses. S Promote participation in AWWA Utility Quality Programs (QualServe), the Florida Benchmarking Consortium (FBC), and the Florida Sterling Council.
Future work: The FWEA recently held a leadership workshop to discuss upcoming projects and future plans. The committee budget submittal included the Florida Benchmarking Consortium and a one-day workshop on “Strategic Planning in the Water World.” The intent of the workshop is to provide higher-level strategic planning methods practiced by entities in water utilities, to provide continuing education, and to at least break even on the cost of the workshop. S
May 2017 • Florida Water Resources Journal
The Finish Line: Another Year on the Books S Maintaining a strong organization
Lisa Prieto President, FWEA
ell, I can definitely now relate to when Raynetta Curry-Marshall stated at our FWEA Leadership Workshop that the past president is the happiest person on the board! It has been a great year and I am happy to turn over the baton to a great and capable person, Tim Harley. I have enjoyed so many aspects of being president. My most favorite part of this year was getting to meet and interact with so many people, from student chapters to new committee chairs. Getting to know those in our industry is one of the most rewarding experiences of my career. I have been truly inspired meeting students and young professionals who are getting active and involved in FWEA. They have boundless energy and great ideas and I am excited to see what the future brings with these new leaders taking on more of a role in the organization. We have accomplished a lot this year, along with the challenges that go with a booming economy and lots of work demands. The FWEA only has two paid part-time staff: our bookkeeper and our executive manager. All of the other positions on the board of directors, including the executive director, are volunteer positions. With the increase in work in our industry, it is a constant struggle to find enough time for our day jobs, in addition to the volunteer hours needed to keep FWEA running. I want to take this opportunity to once again say thank you to all of the tireless volunteers we have who put on golf tournaments and seminars, and attend hours of board meetings and conference calls. You all are the lifeblood of the organization. This year we were involved with numerous activities that helped us serve our members and meet FWEA’s overall strategic goals: S Supporting and uniting our members through public awareness S Providing professional development for our members S Promoting sound science-based public policy
If you would like to find out more about the FWEA “Strategy 2020: Our Updated Strategic Plan,” check out the full plan at http://www.fwea.org/vision_mission.php. I have been happy to see that not only are we putting on great technical seminars, a robust Student Design Competition, and a competitive Operations Challenge, but we are also having fun! I love to hear that all that our members are coming out in record numbers to play golf, go to sporting clay events, and host happy hours. The organization is a great place to get sound technical information, but it is really important to build relationships and have a good time, too! During this busy time in our industry, it’s also important to make sure we don’t burn out our volunteers putting on events that take up too much of our time. If we can participate in a science fair or a municipality’s event with a booth, let’s do that. We can still promote water without taking a lot of time and energy from our volunteers. Just to highlight a few key accomplishments this year, I would like to talk about the new logo, the Strategic Planning Committee, our new South Florida Chapter serving Miami-Dade and Monroe counties, and the new FWEA Membership Directory. S New Logo – As I hope you read in the March edition of the magazine, we have created a new and improved logo for FWEA. Our logo committee worked tirelessly to come up with something that combines both the old and new, and is fresh and bold. The new logo will also be easier to use on printed materials and FWEA swag. Also, we have updated the FWEA website to accommodate the new logo and added some more features. S Strategic Planning Committee – The role of the Strategic Planning Committee has changed over the years, calling on the committee to help put together the business planning process and assist with strategic planning. Now we have revamped the committee again. The new committee will be led by Jason Sciandra of CDM Smith, and it will be an invitation-only committee made up of past committee and chapter chairs. The goal of the committee will be
May 2017 • Florida Water Resources Journal
to assist chapters and committees with their business plans, and to review the plans and give feedback to the board to ensure that our actions are aligning with the Water Environment Federation strategic plan. S South Florida Chapter – I was thrilled when Juan Oquendo of Carollo Engineers contacted me about the idea of starting up a new chapter in the Miami-Dade area to serve folks in the Miami-Dade and Monroe counties. Previously, members in the southernmost part of the state had to travel to Broward or Palm Beach counties to attend events put on by the Southeast Chapter; now they can meet locally and avoid the long commute. We feel this additional chapter will better serve the members of that area. S Membership Directory – Last year we started talking to publishers about how to boost our presence in the industry through another publication. We decided to do a membership directory with Naylor Association Solutions. The directory will include the contact information for our members, as well as give companies in our industry a marketing avenue through sponsorships. In addition to sponsoring the directory, companies will also have an opportunity to advertise on our new and improved FWEA website. Look for the directory to be published this summer. Again, thank you to all of our members for such a great year! We have a great, strong organization and I am excited to see us grow and do more great things under Tim’s leadership. Please don’t hesitate to contact me if I can ever be of assistance—I’m not going far! I look forward to seeing how I can help Tim and next year’s board, but for now, President Prieto is signing off! S
Florida Water Resources Journal â€¢ May 2017
F W R J
The People Side of Asset Management: How Assets are Really Managed Seth Yoskowitz, Michael Condran, Roop Lutchman, and Gage Muckleroy n many cases, asset management represents real change for many utilities. Creating new processes for predicting remaining asset useful life, generating long-range asset investment profiles, and using the latest enterprise and mobile technologies are necessary but very often insufficient to achieve the desired success level. Real change and advancement comes from focusing on the people of the organization and doing so in an intentional way that proceeds in step with the other aspects of asset management programs. Clear, consistent, frequent, and impactful communications; learning and skill advancement; performance capability and execution; critical knowledge capture and transfer; and organizational structure and development are just a few key elements of the “people side” of asset management. A utility staff, at all levels, that understands asset management principles, is motivated to get the most out of its asset inventory, and knows how a maintenance task or pipe replacement contributes to the overall organization’s successful service delivery, will be way ahead of its peers in realizing the benefits of its asset management program and tools. This article discusses how utility organizations can increase the effectiveness of asset management programs with the right focus on the staff experience of learning, doing, and seeing the results of asset management. High-quality process improvement ideas can languish due to a lack of understanding of how to interest work teams. Simple, incremental steps in “people focus” can make an important difference in successful implementation. Understanding how people learn, how individuals come to embrace a vision or objective, and how change emerges and can be addressed are primary components of successful asset management.
tal and operation and maintenance planning, and creating a robust way of communicating investment needs over the short-, medium-, and long-term horizons. As the number of utilities starting asset management programs has grown over the last several years, utility organizations have focused most intently on two areas: asset management technical processes (e.g., determining consequence and probability of failure) and asset management software system implementations (e.g., procuring or upgrading computerized maintenance management software [CMMS], geographic information systems [GIS], etc.). Utility organizations have made impressive strides forward in both of these important areas; however, not enough attention is being focused on the personnel resources required for a successful asset management program. Some, or even many, utilities still have a mindset that asset management is all about their asset database systems, or all about collecting asset data, or measuring the life cycle of each asset. While processes and information technology systems are key elements, strong, integrated asset management programs also pay robust attention to a third area: the people, whose motivation and capabilities are key to implementing practices and making the most out of the available data and software tools. The integration of organizational and workforce aspects into asset management thinking completes the picture in terms of a utility being
Background Asset management as a standard of practice for utilities has gained substantial acceptance over the last several years. More and more utilities have acquainted themselves with asset management principles, and many have come to implement these business practices as a means to enhancing decision making, improving capi-
May 2017 • Florida Water Resources Journal
Seth Yoskowitz, P.E., is North American principal, asset management, and Gage Muckleroy, P.E., BCEE, is principal management consultant, with GHD is Washington, D.C. Michael Condran, P.E., is regional manager, water and wastewater services, with GHD in Tampa. Roop Lutchman, P.E., is lead, business consulting, with GHD in Toronto.
able to provide sustainable, best-value service delivery to its customers. Balance among three categories of focus (practices, technology, and people) helps utilities reap the greatest benefit from the decision to invest in asset management. The most successful asset management organizations recognize that organizational development, workforce investment, employee motivation, learning mentality, skill development, and performance improvement are critical.
The Role of the Asset Manager Some utilities have created positions specifically responsible for asset management activities. Alternatively, many utilities have assigned asset management responsibility within various other related functions, such as engineering, planning, operations, maintenance, or administration. Whether there is a position titled “asset manager” or not, each utility is in fact an asset manager. Success in this role, regardless of how it’s configured, requires bridging traditional boundaries among functional units within a utility’s organization. It is becoming clearer that this role’s purview spans from operations and maintenance, to engineering and technical specialties, to business and administration. Asset managers take on work activities that are strategic and long term (3-10 or more years) in nature, such as planning-level asset investment forecasting; tactical and medium term (1-3 years) in nature, such as asset and project prioritization; and operational and short term (less than 1 year) in nature, such as work order and inventory management. Within this context, it is clear that
a wide range of competencies is required for strong performance in the role, whether embodied in a single set of asset management-related job classifications or distributed with other traditional utility roles within several parts of the organization. Performance effectiveness is a function of two elements: capability and execution. Capability refers to the extent to which a process is developed and documented, as well the quality level of that process; execution refers to the extent to which a process is rolled out to the organization, practiced by its staff, and is achieving the intended performance results. Employee knowledge, motivation, communication, ability to learn and change, and orientation towards continuous improvement are all factors in these two aspects of performance effectiveness. One key people-related responsibility of the asset manager role is to create, share, and reinforce a common vision for asset management in the organization. Asset management implementation is a multiyear journey, with the goal of full embedment of key practices. Every utility is already doing some aspect or aspects of asset management; the role of the asset manager is to bring those individual pieces together in an integrated manner. It takes time to get everyone pulling in the same direction; a clear, coherent asset management policy is one step that utilities can take to help everyone understand the vision and direction the organization is heading to with regard to asset management. An asset management policy establishes the basis for mandated requirements, overall intentions, principles, and a framework for implementing asset management at the organization. An effective asset management vision and policy also clearly connects to the wider organizational strategic goals of the organization overall. Rolling out an asset management policy, and then visibly reinforcing that policy through frequent, consistent, clear, and impactful communication and on-the-ground action, helps utility organizations align the individual asset-related activities to a unified direction and set of outcomes.
Learning and Knowledge Another important people-related element of asset management is for a utility to be or become a learning organization. A learning organization is one that carefully reviews the key skills and capabilities needed now—and in the future—in order to provide the expected level of service to its customers and stakeholders. The organizational culture is one where every role is expected to add the right knowledge to support increased delivery capability. A learning organization is evident at all levels:
S Individual Level – technical knowledge growth, skill development, career progression S Leader/Supervisory Level – mentorship, role modelling, delegation of responsibility and authority S Team/Division Level – cross-functional skill set, cross-operational collaboration, business process enhancement, team dynamics, and diversity of perspective S Organization/Enterprise Level – continuous improvement, system-level thinking, strategic focus Learning and skill building need to be dynamic and adaptive to the situation. For asset management, many utilities have participated in asset management awareness training to learn the basic terminology. Some utilities incorporate asset management principles into new employee onboarding. Those with the most significant asset management-related responsibilities are now often securing approval to attend more advanced asset management training events, such as those given at conferences and association-learning events. In the coming years, asset management certification as a step that increases the professional credentials of the role is likely to further emerge as well. Learning is most critically important to occur within the context of regular daily work (e.g., on-the-job training). As technology advances, so do the skills needed to be knowledgeable of the most effective asset data collection, analysis, and reporting methods available. Tools, such as mobile device data collection and direct asset data upload linkage to CMMS and GIS, are reshaping the way utility field work is planned and executed. In addition, those who are in direct contact with assets every day are growing more interested in understanding how the data they are asked to collect are being used in decision making. Asset management provides an important context for enhancing skills and capabilities, such that all functions in the organization are effectively contributing to asset decision making and investment planning. An often overlooked and underutilized source of asset management learning for utility
organizations is consultants. Technical consultants in general, and asset management consultants specifically, have a wealth of knowledge and experience utilities can and should tap into. When a utility brings an asset management consultant on board to help plan, launch, implement, or sustain its asset management program, there is a key opportunity to embed a knowledge transfer approach within that partnership arrangement. Traditionally, consultants have been brought in for a specific purpose, with a narrowly defined scope; the project is then executed, and the resultant report is provided to the utility organization for its use or reference. While the output and result of the consulting work is provided to the utility, in many cases the knowledge of how that service was provided was not effectively transferred over during the utility-consultant collaboration. Asset management, as a systematic paradigm, provides the opportunity for the consultant team to transfer knowledge to the utility organization as the asset management program is planned, implemented, and becomes part of the fabric of the organization. In the early phase of an asset management program, where activities such as awareness enhancement, gap assessment, and strategy development are occurring, these tasks are most effectively led by consultants, with a small but growing role of the utility’s asset management team members. As asset management programs progress to a second phase of designing new practices and piloting asset analysis efforts, utility staff members take on a greater facilitation and leadership role of these activities as part of their learning process. There is still consultant involvement, but there is more partnership and sharing of leadership responsibilities. In later phases of rollout and feedback/improvement cycles, the utility staff now has the opportunity to fully lead as asset management has successfully been embedded into the organization’s skill base. Consultants may still advise and help support more advanced asset management techniques, but the utility organization is the primary driver. Asset management programs, where the utility staff-consultant relationship emphasizes this kind of knowledge Continued on page 42
Florida Water Resources Journal • May 2017
Continued from page 41 transfer, have greater likelihood of becoming sustainable aspects of the utility’s business practice. Learning organizations not only learn from external sources, such as courses, conferences, and consultants, but they also learn from within. Every day employees in all parts of the organization are coming up with good ideas for making improvements on how the organization operates. Unfortunately, there usually is not an effective means for encouraging, communicating, capturing, evaluating, and prioritizing these ideas and putting them into action. One approach being used successfully by a small but growing number of utilities is the implementation of an “innovation” program, which is a systematic initiative that is focused on encouraging staff members to share bright ideas and collaborate on them with
their colleagues. These programs have review committees that assess submitted ideas and forward the best and most appropriate ones to senior leadership for recognition, funding, and implementation. Visible innovation programs with utilities demonstrate that learning from others in the organization is valued and that everyone can participate in advancing the capabilities of the organization. Done well, significant employee motivation and ingenuity can be harnessed for the benefit of the organization.
Organizational Development and Performance Management As organizations implement asset management programs, utilities can also support the people aspect by evaluating their organizational
structures and performance management approaches. Many utilities have empowered an asset management steering committee (or an equivalent group) to help guide the start-up of asset management capabilities within the organization. As these programs advance along in their maturity and sophistication, the organizational structure itself should support asset management objectives. There is no one right way to organize around asset management responsibilities, but there are a few key aspects that utilities should consider: S Asset management spans across most, if not all, of the organization’s functions, including engineering, planning, maintenance, operations, administration, information technology, and finance. The organization’s structure should reflect this and enable the asset management function to have visibility and collaboration across these diverse functions. S Strong asset management implementation requires excellent communication across the organization. The organization structure should promote this communication and not be a barrier to it. S Asset management requires an organized way of creating, executing, closing, and reporting on work orders. The asset-related roles within the organization structure should reflect this integration of asset data availability with planning, scheduling, capital planning, and operation and maintenance. Strong asset management organizations also demonstrate a performance management mindset. Performance emphasis and continuous improvement efforts through measurement, reporting, accountability, and recognition encourage focus on the right tasks at the right time for the right reason. Tools and frameworks, such as enhanced utility management (EUM) and emphasis on specific, measureable, achievable, realistic, and time-bound (SMART) goals, concentrate the focus on where it will have the greatest impact. Establishing an initial baseline, and then working in a systematic fashion to constantly improve relative to that baseline, is a hallmark of a strong, people-oriented asset management program. Organizations that embrace continuous improvement naturally experience significant change as part of the process. Change can be difficult and challenging; in order for it to be successful, and more importantly, sustainable, it must take the people aspect into account. Engaging the workforce is critical throughout an asset management program. There are many approaches to change management throughout the organizational literature. In general, successful change is a function of having:
May 2017 • Florida Water Resources Journal
S A strong understanding of the current situation S A vision of the desired state to achieve S A solution and path that are believable and reasonable S A well-thought-out plan for implementation S An urgency to move from the current status quo situation to the desired state of achievement Utility organizations going through change and developing asset management implementation programs can look to any of several change models to help support their efforts. One such example is the model called ADKAR (by author Jeffrey Hiatt), which is an acronym for the five basic stages of successful change: awareness, desire, knowledge, ability, reinforcement®. When applied to organizational change, this model allows leaders and change management teams to focus their activities on what will drive individual change, and therefore, achieve organizational results. The model provides clear goals and outcomes for change management activities and it also offers a simple framework for everyone in the organization to use to think about change. Employees, managers, and senior leaders alike can all use this model to describe and discuss change together. Using such a change model to support asset management initiatives and promote a sustainable and fully embedded new set of business practices can be a valuable approach for addressing the people aspect of asset management.
Gov. Scott Proclaims Florida Water Professionals Month The governor of the state of Florida can issue a proclamation to commemorate a specific time period for the purpose of raising awareness about an issue or celebrating a milestone. Gov. Rick Scott recently issued a proclamation designating
April as Florida Water Professionals Month. The proclamation was issued because it conveys a statewide significance to a broad group of Floridians and publicizes the importance of water issues, which affect all of Florida’s residents. S
Summary Utility organizations can increase the effectiveness of asset management programs with the right focus on the people aspect that’s in the appropriate balance with technical processes and technology systems. Asset management programs should embed people elements directly into implementation planning and asset management roadmap development. These can include team member roles and responsibilities, knowledge and skills capability development, communications planning, performance management, and embracing change as part of continuous improvement. Linking the people aspect to specific and measured performance outcomes will demonstrate the powerful and necessary impact that the attention to that aspect has on asset management implementation success. These components are still emerging in the utility industry, and more focus on these areas is needed as utilities move forward with their asset management processes. S
Florida Water Resources Journal • May 2017
FWEA CHAPTER CORNER Welcome to the FWEA Chapter Corner! The Public Relations Committee of the Florida Water Environment Association hosts this article to celebrate the success of recent association chapter activities and inform members of upcoming events. To have information included for your chapter, send the details via email to Lindsay Marten at Lindsay.Marten@stantec.com
FWEA Southeast Chapter at Broward Water Event Isabel Botero
Left to right: Isabel Botero, Melody Gonzalez, Kirk Shields, Melody Gonzalez’s two sons, David Hernandez, Eric Antmann, and Nandita Ahuja.
he 15th Annual Broward Water Matters Day was held on Saturday, March 11, 2017, from 9 a.m. to 3 p.m., at Tree Tops Park in Davie. The event, which was organized by Tara VanEyk, Nandita Ahuja, and Juan Oquendo, highlights the importance of water as an essential resource. The program represents one of the many educational programs offered by Broward County to educate everyone from children to adults about water management and water conservation. The event conglomerates multiple municipalities, water utilities, and drainage districts. Multiple demonstration projects are set up along the park to showcase the water environment. Our Florida Water Environment Association (FWEA) - Southeast Chapter set up a water filtration demonstration to educate the public about the great things our professionals do to ensure that quality water is available now—and for future generations. The group included multiple volunteers who spent the day interacting with the public explaining how water filtration works. Shower timers for water conservation were also given out to those who stopped by the booth. We plan on continuing FWEA’s involvement in this fun and educational event next year. For more information on how you can get involved, please contact Tara VanEyk at email@example.com.
Left to right: Melody Gonzalez, Beth McArdle, Juan Oquendo, Melissa Cairo, and Nandita Ahuja.
Isabel Botero, P.E., is a project manager at Black & Veatch in Coral Springs. S
May 2017 • Florida Water Resources Journal
Florida Water Resources Journal â€¢ May 2017
New Products Chlorine analyzers and controllers from ProMinent Fluid Controls provide precise monitoring or control of chlorine for potable and wastewater applications. They use amperometric sensor technology, resulting in a reagent-free online analysis with no colorometric concerns or reagents. Packages are fully plumbed, wired, and assembled on a back panel for easy wall mounting. Choose one of three packages by selecting one part number that includes a microprocessor analyzer, flow cell, flow sensor, and a 2- or 10-ppm free or total chlorine sensor. The products have a reagent-free sensor design, are EPA Method 334.0-compliant, and require no service contract. (www.prominent.us)
Innovyze has released the SCADAWatch DCS (data collection system). This powerful new web-based application gives users the ability to automatically collect data on demand from many sources, including both offline and real-time SCADA, meter, and sensor data, then store it directly to support monitoring and control decisions. Water and wastewater utilities use various types of SCADA or equivalent telemetry systems for real-time visualization, monitoring, and con-
trol of their water distribution and sewer collection networks. Because there is no standard data format for data storage and communication, realtime field data and their applications are generally confined to offline analyses. This system gives users the mission-critical ability to integrate, collect, and update their large-scale meter and sensor data, then organize the data into a structural database. It supports various data formats, including JSON, CSV, and XML, from a file or web URL. The imported data is stored and sampled as updatable sensor data for real-time visualization, monitoring, analysis, and event detection. This powerful tool allows users to consolidate and automate both offline and real-time data collection and management, enhance communication and accuracy, optimize business performance, and improve business responsiveness. (www.innovyze.com)
The AquaPrime cloth media filtration system from Aqua-Aerobic Systems utilizes a disc configuration with three zones of solids removal to effectively filter high-solids waste streams without the use of chemicals. Other benefits include reduced energy costs in the secondary process and improved gas production in the anaerobic diges-
May 2017 â€˘ Florida Water Resources Journal
tion system due to reduction in organics as measured by BOD5 and COD values. The system is designed to handle a wide range of flows in a fraction of the space and produces consistent, high-quality effluent under varying influent conditions. (www.aquaprimefiltration.com)
The online HydroACT chlorine analyzer from Chemtrac is versatile and user- friendly. Using a membrane-covered three-electrode amperometric sensor, the pH dependency is significantly reduced. Free and/or total chlorine measurement sensors can be used for various ranges of chlorine measurement (0-2, 0-5, 0-10 ppm, etc.), and there is no need for zero calibration. Since the analyzer does not require any reagents or buffers, the cost of ownership is low. The data is suitable for reporting when used in compliance with EPA Method 334.0. When incorporating additional sensors, the analyzer can also be used for measuring more parameters, including pH, oxidation-reduction potential, chlorine dioxide, ozone, and organics. Expandable output and communication options are available, as well as PID control capabilities. (www.chemtrac.com) S
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CLASSIFIEDS P os i ti on s Ava i l a b l e
CITY OF WINTER GARDEN – POSITIONS AVAILABLE The City of Winter Garden is currently accepting applications for the following positions:
Utilities Electrician $51,283 - $72,160/yr.
Utilities Storm Water Foreman $46,515 - $65,451/yr.
Utilities Treatment Plant Operator I $44,300 - $62,334/yr.
Utilities System Operator II & III
• • • • • • •
Water Plant Operator – Class A, B, & C Wastewater Plant Operator – Trainee olid Waste Worker II & III Public Service Worker I - Streets Collection Field Tech – I, II, & III Distribution Field Tech – I, II, & III Public Service Worker II - Stormwater
Please visit our website at www.cwgdn.com for complete job descriptions and to apply. Applications may be submitted online, in person or faxed to 407-877-2795.
$38,267 - 53,847/yr.; $40,182 - $56,539/yr. Apply Online At: http://pompanobeachfl.gov Open until filled.
Asst. City Manager – Public Services The position is a highly responsible administrative and managerial position that directs the operations and management of streets and drainage, solid waste/recycling, water, water treatment, wastewater, wastewater treatment, storm water, environmental services, and cemeteries for the City. Salary is DOQ. The City of Winter Garden is an EOE/DFWP that encourages and promotes a diverse workforce. Please apply at http://www.cwgdn.com. Orange County, Florida is an employer of choice and is perennially recognized on the Orlando Sentinel’s list of the Top 100 Companies for Working Families. Orange County shines as a place to both live and work, with an abundance of world class golf courses, lakes, miles of trails and yearround sunshine - all with the sparkling backdrop of nightly fireworks from world-famous tourist attractions. Make Orange County Your Home for Life. Orange County Utilities is one of the largest utility providers in Florida and has been recognized nationally and locally for outstanding operations, efficiencies, innovations, education programs and customer focus. As one of the largest departments in Orange County Government, we provide water and wastewater services to over 500,000 citizens and 66 million annual guests; operate the largest publicly owned landfill in the state; and manage in excess of a billion dollars of infrastructure assets. Our focus is on excellent quality, customer service, sustainability, and a commitment to employee development. Join us to find more than a job – find a career. We are currently looking for knowledgeable and motivated individuals to join our team, who take great pride in public service, aspire to create a lasting value within their community, and appreciate being immersed in meaningful work. We are currently recruiting actively for the following positions:
Industrial Electrician I $36,733 – $43,035/ year Apply online at: http://www.ocfl.net/jobs. Positions are open until filled.
Minimum Qualifications: • Bachelor’s Degree in Public Administration, Business Administration, Business Management or related field – Master’s Degree preferred • Six (6) years of progressively responsible experience in a public sector environment, preferably at the municipal or county level, of which four (4) have been in a leadership capacity or the equivalent combination of education and experience. • Valid Florida driver’s license • Considerable knowledge of municipal public works planning, design, and administration. • Knowledge of civil engineering desired. • Ability to plan, direct, supervises, coordinate, organize, and inspect public services and engineering plans, programs, and activities. • Ability to prepare written technical reports, estimates, and construction and cost records. • Ability to establish and maintain effective working relationships with subordinates superiors, city and governmental officials and the general public. • Ability to prepare, develop, and present public services plans and programs to the public, City Commission, civic organizations, and other public and private groups.
Utilities and ES Director, Seminole County For more information and to apply online visit: https://www.governmentjobs.com/careers/seminolecountyfl/jobs/1673339/utilities-and-environmental-services-director
Florida Water Resources Journal • May 2017
Water Conservation/Recycling Coordinator This position is responsible for the administration of the water conservation and solid waste recycling customer education programs for the City. Salary is DOQ. The City of Winter Garden is an EOE/DFWP that encourages and promotes a diverse workforce. Please apply at http://www.cwgdn.com. Minimum Qualifications: • Bachelor’s of Science in Environmental Science • Three (3) years of experience in water conservation, recycling and/or related environmental management field. • Considerable knowledge of water, irrigation, conservation and recycling methodologies and processes. • Valid Florida driver’s license.
Water Production Operations Supervisor The City of Melbourne, Florida is accepting applications for an Operations Supervisor at our water treatment facility. Applicants must meet the following requirements: High School diploma or G.E.D., preferably supplemented by college level course work in mathematics and chemistry. Five years supervisory experience in the operation and maintenance of a Class A water treatment facility. Possession of a Class A Water Treatment Plant Operator license issued by the State of Florida. Must possess a State of Florida driver’s license. Applicants who possess an out of state driver’s license must obtain a Florida license within 10 days of employment. Must have working knowledge of nomenclature of water treatment devices. A knowledge test will be given to all applicants whose applications meet all minimum requirements. Salary Range: $39,893.88 - $67,004.60/AN, plus full benefits package. To apply please visit www.melbourneflorida.org/jobs and fill out an online application. The position is open until filled. The City of Melbourne is a Veteran's Preference /EOE/DFWP.
Electronic Technician The City of Melbourne, Florida is accepting applications for an Electronic Technician at our water treatment facility. Applicants must meet the following requirements: Associate’s degree from an accredited college or university in water technology, electronics technology, computer science, information technology, or related field. A minimum of four (4) years’ experience in the direct operation, maintenance, calibration, installation and repair of electrical, electronic equipment, and SCADA systems associated with a large water treatment facility. Experience must include field service support and repair of PLC’s, HMI, SCADA, programming VFD’s, switchgear and working in an industrial environment. Desk/design work does not count toward experience. Must possess and maintain a State of Florida Journeyman Electrician License. Must possess and maintain a valid State of Florida Driver's license. Applicants who possess an out of state driver’s license must obtain the Florida license within 10 days of employment. Salary Range: $40,890.98 - $68,680.30/yr, plus full benefits package. To apply please visit www.melbourneflorida.org/jobs and fill out an online application. The position is open until filled. The City of Melbourne is a Veteran's Preference /EOE/DFWP.
CH2MHill - Wastewater Operator C needed CH2M, the leader in Operations and Maintenance of Wastewater facilities, is seeking a FL “C” licensed wastewater operator for its Crestview, FL Project. CH2M has operated the City of Crestview WWTP for 22 years. Operators must have a valid Florida “C” Wastewater License, and a valid driver’s license, and pass a background check as well as a drug screen. Salary based off of experience and skillset. Send resumes to email@example.com.
Chief Water Plant Operator “A” The City of Lake Mary is hiring a Chief Water Plant Operator “A” with 5 years supervisory exp., $49,420.80 - $77,105.60 with exc. benefits. Please visit www.lakemaryfl.com for the requirements, job description and to apply. EOE, V/P, DFWP
P o s itio ns Wante d Environmental Services Director – City of Clermont The City of Clermont has a population of 32,000 and is the largest city in Lake County. This picturesque city, which sits among rolling hills and 14 lakes, is known as the "Choice of Champions" due to its international reputation as a training ground for Olympic medalists and other elite athletes. Clermont is seeking a highly motivated progressive leader for its Environmental Services Department. The Environmental Services Department provides sanitation, water service, wastewater collection and treatment services in addition to reclaimed water production and distribution services to our utility customers. Salary: Dependent upon qualifications and experience. Closing date: Open till filled. https://www.clermontfl.gov/residents/employment-opportunities.stml
May 2017 • Florida Water Resources Journal
HOMER HARPER – Holds Florida C Water and Wastewater licenses with two years of experience. Prefers the central Florida area. Contact at 16824 Rising Star Dr. Clermont, Fl. 34714. 352-396-8017 KRISTAVIA SMITH – Sitting for C Wastewater Operators test in May. Prefers the Tampa, St Pete, Clearwater or Orlando area. Contact at 500 22nd Ave. South. St. Petersburg, Fl. 33712. 813-562-1717 LOOKING FOR A JOB? The FWPCOA Job Placement Committee Can Help! Contact Joan E. Stokes at 407-293-9465 or fax 407-293-9943 for more information.
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News Beat Gregory D. Taylor, P.E., has joined WrightPierce as a senior project manager in its Orlando office. The company specializes in water, wastewater, stormwater, and civil infrastructure engineering. In his new position, Taylor will provide engineering and project management support for the firm’s client base on potable water, reclaimed water, and wastewater projects. He will also increase the company’s engineering capabilities to develop and manage utility projects in the central Florida region. A licensed professional engineer in Florida, Taylor received his bachelor’s degree in chemical engineering from Clemson University. His professional affiliations include the Florida Section of the American Water Works Association (FSAWWA), Florida Water Environment Association, and International Ozone Association. He is currently a trustee for the board of governors for FSAWWA. Taylor has over 15 years of engineering and project management experience, with the first five serving public utilities. He is a water treatment and pump station design expert and his primary expertise is in project management and engineering of utility capital improvements projects (water and wastewater plants, pipelines, and pump stations). His experience includes design, permitting, planning, construction services, cost estimating, budgeting, and scheduling. He also has experience with water distribution system modeling using InfoWater, H2OMap, H2ONet and WaterGEMS. Taylor is recognized as an ozone water treatment expert, with technical articles published in the Florida Water Resources Journal recounting his ozone work with the Orlando Utilities Commission, along with multiple presentations at various state conferences and at the 2013 International Ozone Association World Congress. “Our goal is to be our client’s trusted advisor for municipal infrastructure solutions,” said John Braccio, Wright-Pierce president and chief executive officer. “We are committed to client service, satisfaction, and involvement, along with technical excellence, and Greg brings extensive technical experience and commitment to quality that makes him a perfect fit for our culture.”
Act) would improve public access to America’s federal waters, promote conservation of natural marine resources, and spur economic growth. “On behalf of America’s 11 million saltwater anglers, we thank the congressmen for championing this legislation to modernize federal recreational fishing management,” said Jeff Angers, president of the Center for Sportfishing Policy. “For decades, the recreational fishing community has been subjected to antiquated federal policies not designed to manage recreational fishing. The time is now to update these
policies so families can fully enjoy our nation’s remarkable marine resources and continue a proud American tradition on the water.” The Modern Fish Act addresses many of the recreational fishing community’s priorities, including allowing alternative management for recreational fishing, reexamining fisheries allocations, smartly rebuilding fishery stocks, establishing exemptions where annual catch limits don’t fit, and improving recreational data collection. The bill aims to benefit fishing access and conservation by Continued on page 54
The recreational fishing and boating community recently praised the introduction of a bill that addresses critical challenges facing saltwater recreational fishing at the federal level. Led by Congressmen Garret Graves (R-La.), Gene Green (D-Texas), Daniel Webster (R-Fla.), and Rob Wittman (R-Va.), the Modernizing Recreational Fisheries Management Act of 2017 (Modern Fish Florida Water Resources Journal • May 2017
Editorial Calendar January ........Wastewater Treatment February ......Water Supply; Alternative Sources March............Energy Efficiency; Environmental Stewardship April ..............Conservation and Reuse; ......................Florida Water Resources Conference May................Operations and Utilities Management June..............Biosolids Management and Bioenergy Production July ..............Stormwater Management; ......................Emerging Technologies; FWRC Review August ..........Disinfection; Water Quality September ....Emerging Issues; Water Resources Management October ........New Facilities, Expansions, and Upgrades November ....Water Treatment December ....Distribution and Collection Technical articles are usually scheduled several months in advance and are due 60 days before the issue month (for example, January 1 for the March issue). The closing date for display ad and directory card reservations, notices, announcements, upcoming events, and everything else including classified ads, is 30 days before the issue month (for example, September 1 for the October issue). For further information on submittal requirements, guidelines for writers, advertising rates and conditions, and ad dimensions, as well as the most recent notices, announcements, and classified advertisements, go to www.fwrj.com or call 352-241-6006.
Display Advertiser Index Blue Planet ................................55
FWPCOA Training ......................21
CEU Challenge ..........................17
Hudson Pump ............................37
Data Flow ..................................29
Penn Valley Pump......................28
FSAWWA ACE ............................33
FSAWWA Call for Papers ..........39
FSAWWA Conference ................11
FSAWWA Likins Scholarship ....36
FWPCOA Region IV ....................45
May 2017 • Florida Water Resources Journal
Continued from page 53 incorporating modern management approaches, science, and technology to guide decision making. “Florida is the fishing capital of the world, with recreational fishing supporting more than 128,000 jobs and generating $9.6 billion in economic impact,” said Kellie Ralston, fishery policy director (Florida) of the American Sportfishing Association. “Thank you to Rep. Daniel Webster for joining the effort to pass the Modern Fish Act, which will update and improve federal recreational fishing management.” Thom Dammrich, president of the National Marine Manufacturers Association, added, “We applaud the introduction of the Modern Fish Act in the House and the efforts of Rep. Graves and his colleagues to modernize the federal regulations governing access to the public’s natural resources by boaters and anglers. We appreciate the congressmen’s support for better management of our recreational fisheries that will bring federal management into the 21st century.” According to Mike Nussman, president of the American Sportfishing Association, “Getting more Americans outdoors and enjoying our wonderful natural treasures, including in saltwater spaces, requires updating and modernizing federal management approaches. The Modern Fish Act addresses the core issues within federal saltwater fisheries management that are limiting the public’s ability to enjoy saltwater recreational fishing, and will help maximize the economic, social, and conservation benefits that recreational fishing provides to the United States.” The coalition of groups supporting the Modern Fish Act includes the American Sportfishing Association, Center for Sportfishing Policy, Coastal Conservation Association, Congressional Sportsmen’s Foundation, Guy Harvey Ocean Foundation, International Game Fish Association, National Marine Manufacturers Association, Recreational Fishing Alliance, The Billfish Foundation, and Theodore Roosevelt Conservation Partnership. Keep Florida Fishing® is an advocacy arm of the American Sportfishing Association, with the goal of ensuring that Florida anglers have clean waters, abundant fisheries, and access to both. Learn more at www.KeepFloridaFishing.org.
Coastal communities have suffered for decades as a result of the massive, nutrient-laden freshwater discharges from Lake Okeechobee conducted by the U.S. Army Corps of Engineers. While these discharges reduce the flood risk to communities south of Lake Okeechobee, they also cause considerable economic, environmental, and public health damage through toxic algal blooms that have increasingly plagued communities along the St. Lucie River and Indian River Lagoon, in particular. The federal government has played a big role in perpetuating the recurring environmental and economic crises caused by the Lake Okeechobee discharges, but they haven’t taking responsibility for the damage caused to the community. U.S. Rep. Brian Mast (R-Fla.) has announced plans to file a bill that would declare a federal emergency when harmful algal blooms occur as a result of water releases by the Corps. The Federal Do No Harm Act of 2017 provides federal assistance for disaster cleanup, including the removal of toxic algae from affected waterways. This act would allow the state of Florida and local governments to receive federal assistance in managing the aftermath of harmful algal bloom emergencies in ways that reduce the risk of more harmful impacts in the future, and it provides for the removal of toxic algal biomass and muck from affected waterways. This bill is just a first step to address this and other water-related issues. Early in April, Rep. Mast traveled to Tallahassee to advocate for efforts to clean up Treasure Coast water, and he held a summit in mid-April in Stuart with local environmental leaders to talk about how the federal and state governments can work together to improve Florida’s waterways. S
Operations and Utilities Management